Culture Factor
Organisational Culture is the way in which the members of an organization relate to each other, their work and the outside world, in comparison to other organizations”
- Prof. Geert Hofstede
- No Good or Bad Organization Culture
- What works for them may not work for you
- It is either Functional (aligned) or Dysfunctional (misaligned) with Strategy
Three Elements of Measuring & Transforming Organizational Culture
Actual Culture
Actual Culture
How we collectively behave and what we collectively practice as an organization today, as seen by a substantial part of the organization’s population.
Desired Culture
Desired Culture
What a substantial part of our organization believes would be their work paradise, and how they would like to go about their work, in an ideal situation (Showing the motivational patterns and support for potential change directions and the roadmap).
Optimal Culture
Optimal Culture
How we collectively behave and what we collectively practice as an organization today, as seen by a substantial part of the organization’s population.
Strategy + (the right) Culture
= Organisational Performance
The 4 rules of making culture work for YOU
Executive Match™ Leaders’ Behavioral Adaptation
Culture is led by the Top - ensure leaders walk the talk.
Organisational Culture Scan™ using Hofstede Insights’ Multi-Focus Model™
Ensure consistency from the inside (beliefs) to the outside(symbols) - every layer of the onion needs to be consistent.
Understanding where there are gaps between actual working practices and strategic focus is the quick-win.
Culture is a direct balancing act with your strategy - it will either slow things down, or speed things up.
MultiFocus Transformation Framework™: 6-Step Process
I. Analytical Phase
II. Design and Alignment Phase
Multi-Focus Model™ of Organizational Culture
Multi-Focus Model™ of Organizational Culture
Focusing on Functional Diversity
Dimension 1
Means vs. goal oriented
Means vs. goal oriented
Organizational Effectiveness
This dimension is closely connected to the effectiveness of the organization. In a means-oriented culture the key feature is the way in which work has to be carried out; people identify with the “how”. In a goal-oriented culture employees are primarily out to achieve specific internal goals or results, even if these involve substantial risks; people identify with the “what”. In a highly means-oriented culture people perceive themselves as avoiding risks and making only a limited effort in their jobs, while each workday is pretty much the same. However, in a very goal-oriented culture, the employees are primarily out to achieve specific internal goals or results, even if these involve substantial risks.
Dimension 3
Easy-going vs. Strict Work Discipline
Easy-going vs. Strict Work Discipline
Formal Control & Structure
This dimension refers to the amount of internal structuring, control, and discipline. A very easygoing culture reveals a fluid internal structure, a lack of predictability, and little control and discipline; there is a lot of improvisation and surprises. A very Strict work discipline reveals the reverse. People are very cost- conscious, punctual and serious. The organization has very rigid internal structure and predictability is key. Very little is left to change in such organizations as they may have very clear instructions for anything that you may need to do.
Dimension 5
Open System vs. Closed System
Open System vs. Closed System
Approachability
This dimension relates to the accessibility of an organization. In a very open culture newcomers are made immediately welcome, one is open both to insiders and outsiders, and it is believed that almost anyone would fit in the organization. In a very closed organization it is the reverse. It is a closed culture where newcomers are treated as strangers and it takes them a long time to be “in” the circle of trust. In such organization it is also more difficult to fit in easily.
Multi-Focus Model™ of Organizational Culture
Focusing on Organizational Cohesiveness
Dimension 2
Internally vs. Externally Driven
Internally vs. Externally Driven
Stakeholder Orientation
In a highly internally driven culture employees perceive their task towards the outside world as a given, based on the idea that business ethics and honesty matters most and that they know best what is good for the customer and the world at large. In a very externally driven culture the only emphasis is on meeting the customer’s requirements; results are most important, and a pragmatic rather than an ethical attitude prevails.
Dimension 4
Local vs. Professional Focus
Local vs. Professional Focus
Local Versus Professional
n a local company, employees identify with the boss and/or the unit in which one works. In a professional organization, the identity of an employee is determined by his profession and/or the content of the job. In a very local culture, employees are very short-term directed, they are internally focused and there is strong social control to be like everybody else. In a very professional culture it is the reverse.
Dimension 6
Employee vs. Work Oriented
Employee vs. Work Oriented
Management Philosophy
This aspect of organizational culture is most related to the management philosophy. In very employee-oriented organizations, members of staff feel that personal problems are taken into account and that the organization takes responsibility for the welfare of its employees, even if this is at the expense of the work. In very work-oriented organizations, there is heavy pressure to perform the task even if this is at the expense of employees.
Approach that sets standards in the market
Meaningful benchmark
Your strategy – not your competitors.
Contextualization
Looking at the holistic picture impacting your strategy, not a vacuum.
Predictive analytics
A simple survey, yet highly detailed answers, looking at behavioural patterns.
Consistent change
Ensuring consistent change elements to be placed throughout the “onion”.
Integrated leadership analysis
Helping leaders to to “walk the talk” – detailed behavioral insights on a personal level.
Connecting Hearts and Minds
To ensure emotional sustainability in multinational environments.
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