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Hub You - Does Your Culture Support or Sabotage Your Strategy?
1. In this age of technology a CV put together on an old typewriter and sent ‘snail mail’ is not enough. A Web CV is simply a copy of your CV produced on a web page that can be accessed via the Internet rather than held on your PC at home. It is an ideal addition to your job hunting toolkit if you intend to spend any time away from your PC.2. Imagine being away for the weekend, whether on a wild trip to Amsterdam or a cosy hotel in Paris. You pop into an Internet caf? to find the nearest Italian restaurant and browse the web to use up the rest of your pre-paid time. You come across the perfect job! With a Web CV you can send an email with your CV Web address and password to the employer or recruitment agency and they can view your CV immediately. Indeed, whether you are moving house, taking a gap year abroad or travelling extensively in your current job you can give employers and agencies instant access to your CV and you can apply for any vacancy at any time.3. With a CV Web page you can ring employers or agencies about a job advertised in the local paper and instead of just
A close fit between the culture and the strategy will increase your chances of success. Where the culture encourages the right behaviours and actions to support the strategy, the people will have clear guidelines and kpi’s about what is good performance. If the culture has clear values, beliefs and behaviours which link to the vision, objectives and strategy – people will feel (and be) aligned and deliver more.
Where your culture does not fit with the strategy implementation, and required behaviours, you send mixed signals. People are in conflict. Should they be loyal to the culture and company traditions and resist actions and behaviours promoting better strategy execution? Or should they support the strategy by engaging in behaviours that run counter to the culture?
When a company’s culture is not right with what is needed for strategic success, the culture
People often get confused when they hear someone say they are using Six Sigma. In fact, it is the methodology signified by DMAIC that they are referring to. The very reason for their choosing DMAIC is that they have some existing processes which need to be ratified because they are bleeding resources heavily. On the other hand, DFSS, the acronym for Design for Six Sigma, dwells on R & D and design of products, processes with a view to minimizing process defects and variations at the root itself. At the onset, one must accept that the credentials of DFSS are not universally acknowledged, with most of the companies deploying DFSS following their own steps and standards.Is DFSS A Stand Alone Methodology?This question has arisen following many differences in the deployment methodologies between Six Sigma, which is signified by DMAIC, and that of DFSS. However, DFSS can be called more as an approach owing to the fact that the version of implementation varies as the implementing team.The actual application necessity of DFSS comes up when it is necessary to design or redesign a pr
Amar Bhide
(Harvard and Columbia)
Is your organisation one which invests a considerable amount of time and effort (and, therefore, cost) in looking to the future and creating a strategy and strategic plan? I hope so! However, what happens if the plan is not successful and the objectives not achieved? Is the blame put on to the market, the competition, the planners, the staff, or even the plan? The problem may be something more fundamental – the culture is not right for the strategic direction!
There are a number of variations about what is a strategy and what is involved in identifying and creating a strategy. The definition below is one which covers most of the key elements.
“An effective strategy is an integrated array of distinctive choices about which markets a company serves, what unique value proposition it offers to the customers, and how it arranges its functions to deliver that value.” Prof Jan Rivkin
In creating a strategic intent, Michael Porter suggests asking 3 questions:
What is the business doing?
What is happening in the environment?
What should the business be doing?
For many years, when working with organisations in various sectors on creating their strategic plan we found that people approached the process with good intentions and wanted to be thorough and professional. The tools and techniques are generally well-known and are applied with varying degrees of effectiveness. Many managers know about the 7S’s, SWOT and PEST and suchlike. (How well they use them is another matter!) The better organisations have customer feedback data and may carry out some market research. Their analysis of the external environment is based on good information plus knowledge and experience. However, when they come to analysing the internal environment, they may not have such a clear understanding even presupposing they carry out the Strengths and Weaknesses thoroughly.
Combine running the day to day business with looking to the future and leading the people and the organisation and today’s executives and managers have plenty to deal with. Is it any wonder that they do not consider the culture of the organisation? Anyway, surely the culture is what it is, we cannot do anything about it can we? Not strictly true.
Corporate culture happens – the only doubt is if it is the culture you want to have (or be part of.) What is the culture of an organisation – or the corporate culture? The simple statement (probably first used at McKinsey) saying, “the way we do things round here” is a good start point. A more wordy definition is “the moral, social, behavioural norms of an organization based on the beliefs, attitudes and priorities of its members.” This does provide for a better understanding of where cultures start to emerge. Corporate cultures evolve from a number of factors:
- The top management and how they behave and operate
- The history and traditions within the organisation
- Strong groups within the organisation
- The policies and practices – including rewards, recognition and promotion
Whether the present culture has been created by accident or design, it is what you have and is the platform from which the business will continue to operate. Before you can set out on the new strategic plan you need to know whether the culture and strategy are aligned. If they are, you have a chance of success. If not, ……..?
A close fit between the culture and the strategy will increase your chances of success. Where the culture encourages the right behaviours and actions to support the strategy, the people will have clear guidelines and kpi’s about what is good performance. If the culture has clear values, beliefs and behaviours which link to the vision, objectives and strategy – people will feel (and be) aligned and deliver more.
Where your culture does not fit with the strategy implementation, and required behaviours, you send mixed signals. People are in conflict. Should they be loyal to the culture and company traditions and resist actions and behaviours promoting better strategy execution? Or should they support the strategy by engaging in behaviours that run counter to the culture?
When a company’s culture is not right with what is needed for strategic success, the culture h
This article relates to the Career Opportunities competency and explores issues such as internal growth opportunities, potential for advancement, career development importance, and the relationship between job performance and career advancement. Evaluating the Career Opportunities competency in your organization will determine whether your employees believe they have a chance to grow within the organization. Studies show that lack of career opportunity is one of the top reasons why employees leave an organization. Also, continually hiring open positions from outside the organization can be detrimental to morale when a qualified candidate is available internally. Topics covered in this competency are: perceived opportunity for advancement, existence of a career development plan, and organizational commitment to staff development. This short story, Try, Try Again, is part of AlphaMeasures compilation, Tales From the Corporate Frontlines. It takes a lighthearted look at the career planning methods of some coworkers, and outlines one company's solid strategy for career development.
In creating a strategic intent, Michael Porter suggests asking 3 questions:
What is the business doing?
What is happening in the environment?
What should the business be doing?
For many years, when working with organisations in various sectors on creating their strategic plan we found that people approached the process with good intentions and wanted to be thorough and professional. The tools and techniques are generally well-known and are applied with varying degrees of effectiveness. Many managers know about the 7S’s, SWOT and PEST and suchlike. (How well they use them is another matter!) The better organisations have customer feedback data and may carry out some market research. Their analysis of the external environment is based on good information plus knowledge and experience. However, when they come to analysing the internal environment, they may not have such a clear understanding even presupposing they carry out the Strengths and Weaknesses thoroughly.
Combine running the day to day business with looking to the future and leading the people and the organisation and today’s executives and managers have plenty to deal with. Is it any wonder that they do not consider the culture of the organisation? Anyway, surely the culture is what it is, we cannot do anything about it can we? Not strictly true.
Corporate culture happens – the only doubt is if it is the culture you want to have (or be part of.) What is the culture of an organisation – or the corporate culture? The simple statement (probably first used at McKinsey) saying, “the way we do things round here” is a good start point. A more wordy definition is “the moral, social, behavioural norms of an organization based on the beliefs, attitudes and priorities of its members.” This does provide for a better understanding of where cultures start to emerge. Corporate cultures evolve from a number of factors:
- The top management and how they behave and operate
- The history and traditions within the organisation
- Strong groups within the organisation
- The policies and practices – including rewards, recognition and promotion
Whether the present culture has been created by accident or design, it is what you have and is the platform from which the business will continue to operate. Before you can set out on the new strategic plan you need to know whether the culture and strategy are aligned. If they are, you have a chance of success. If not, ……..?
A close fit between the culture and the strategy will increase your chances of success. Where the culture encourages the right behaviours and actions to support the strategy, the people will have clear guidelines and kpi’s about what is good performance. If the culture has clear values, beliefs and behaviours which link to the vision, objectives and strategy – people will feel (and be) aligned and deliver more.
Where your culture does not fit with the strategy implementation, and required behaviours, you send mixed signals. People are in conflict. Should they be loyal to the culture and company traditions and resist actions and behaviours promoting better strategy execution? Or should they support the strategy by engaging in behaviours that run counter to the culture?
When a company’s culture is not right with what is needed for strategic success, the culture
For nearly a decade and a half, I ran a franchising company, which I founded. I took my existing company and franchised it serving 450 cities, 110 markets in 23 states and four countries. The entire process took about 27 years. I am now retired at age 40 and I have something to say about the modern-day franchise model and how it is being used.You see, in reviewing franchising models for some 20-years now and having read all the books I find issues with much of the way that the Franchising Model is being used. You know like Boston Market? Krispy Kremes?In my opinion the economies of scale that franchising brings should be passed onto the franchisees to help them be more competitive and yet it is not. Instead the franchisor soaks it all up, wastes it in inefficiencies and yes it is used as profits too and mind you I am not against capitalism and all. I merely pointing out a fact. And all this is done by the Franchisor, while charging the franchisees more for every thing from straws to plastic cups, rather than passing on the savings of the economies of scale.I am troubled by
Combine running the day to day business with looking to the future and leading the people and the organisation and today’s executives and managers have plenty to deal with. Is it any wonder that they do not consider the culture of the organisation? Anyway, surely the culture is what it is, we cannot do anything about it can we? Not strictly true.
Corporate culture happens – the only doubt is if it is the culture you want to have (or be part of.) What is the culture of an organisation – or the corporate culture? The simple statement (probably first used at McKinsey) saying, “the way we do things round here” is a good start point. A more wordy definition is “the moral, social, behavioural norms of an organization based on the beliefs, attitudes and priorities of its members.” This does provide for a better understanding of where cultures start to emerge. Corporate cultures evolve from a number of factors:
- The top management and how they behave and operate
- The history and traditions within the organisation
- Strong groups within the organisation
- The policies and practices – including rewards, recognition and promotion
Whether the present culture has been created by accident or design, it is what you have and is the platform from which the business will continue to operate. Before you can set out on the new strategic plan you need to know whether the culture and strategy are aligned. If they are, you have a chance of success. If not, ……..?
A close fit between the culture and the strategy will increase your chances of success. Where the culture encourages the right behaviours and actions to support the strategy, the people will have clear guidelines and kpi’s about what is good performance. If the culture has clear values, beliefs and behaviours which link to the vision, objectives and strategy – people will feel (and be) aligned and deliver more.
Where your culture does not fit with the strategy implementation, and required behaviours, you send mixed signals. People are in conflict. Should they be loyal to the culture and company traditions and resist actions and behaviours promoting better strategy execution? Or should they support the strategy by engaging in behaviours that run counter to the culture?
When a company’s culture is not right with what is needed for strategic success, the culture
When your merchant account provider reverses a customer's transaction as a result of his disputing the charge, then, unless you successfully challenge the reversal, you lose the sales proceeds, incur any shipping & handling costs and are levied a chargeback fee of $25 to $50.And, an excessive history of chargebacks may result in the disastrous consequence of losing your merchant account and your ability to accept credit cards.So, it's obviously important to take prudent steps to minimize the occurrences of chargebacks - especially if your transaction volume is high.The disputes are usually based on a customer's claim that he did not receive the product or service that he ordered from you; that what he did receive was somehow defective or not what he ordered; or that he did not in fact order anything at all from you.The causes for such claims generally result from:* Fraud . Someone other than the authorized cardholder used his card or the information associated with card. Claims for fraudulent use of a cardholder's card are especially common with internet and o
- The top management and how they behave and operate
- The history and traditions within the organisation
- Strong groups within the organisation
- The policies and practices – including rewards, recognition and promotion
Whether the present culture has been created by accident or design, it is what you have and is the platform from which the business will continue to operate. Before you can set out on the new strategic plan you need to know whether the culture and strategy are aligned. If they are, you have a chance of success. If not, ……..?
A close fit between the culture and the strategy will increase your chances of success. Where the culture encourages the right behaviours and actions to support the strategy, the people will have clear guidelines and kpi’s about what is good performance. If the culture has clear values, beliefs and behaviours which link to the vision, objectives and strategy – people will feel (and be) aligned and deliver more.
Where your culture does not fit with the strategy implementation, and required behaviours, you send mixed signals. People are in conflict. Should they be loyal to the culture and company traditions and resist actions and behaviours promoting better strategy execution? Or should they support the strategy by engaging in behaviours that run counter to the culture?
When a company’s culture is not right with what is needed for strategic success, the culture
Are you tired of cleaning grimy fingerprints off restroom faucets and soap dispensers? Indeed. One of the major sources of customer complaints is restroom cleanliness. The reasons for this go beyond the abilities of your cleaning staff. The more traffic a building gets the harder it is to keep high cleaning standards, especially if you are cleaning the building only once or twice a week. Restrooms can have problems with odors, general appearance, empty dispensers, leaky soap dispensers and wads of paper towels stacked up on the floor. Besides not looking clean, this leads to a perception that the restroom is not sanitary. Installing touchless dispensers can help to control these problems.Touchfree technology not only helps keep restrooms clean, but also helps to reduce the spread of germs and cuts down on your staff's cleaning time. Using touchfree soap dispensers, water faucets, toilet paper, and paper towel dispensers, restroom visitors do not have to touch handles, buttons or levers. The fewer the objects visitors' hands touch, the less dirt and grime your staff will have to cle
A close fit between the culture and the strategy will increase your chances of success. Where the culture encourages the right behaviours and actions to support the strategy, the people will have clear guidelines and kpi’s about what is good performance. If the culture has clear values, beliefs and behaviours which link to the vision, objectives and strategy – people will feel (and be) aligned and deliver more.
Where your culture does not fit with the strategy implementation, and required behaviours, you send mixed signals. People are in conflict. Should they be loyal to the culture and company traditions and resist actions and behaviours promoting better strategy execution? Or should they support the strategy by engaging in behaviours that run counter to the culture?
When a company’s culture is not right with what is needed for strategic success, the culture has to be changed as rapidly as can be managed!
How can you decide what your culture is – and whether it will fit the strategic plan?
There are a number of ways of looking at corporate culture. There are some which assess the styles of the top leaders and can define the culture based on their behaviours. There are tools such as the Hofstead Cultural Orientation model, which look at various paired factors each on a continuum. The Johnson and Scholes Cultural web offers a more anecdotal and subjective view using 6 inter-related elements. The one we have used with a number of organisations is the Denison Organisational Cultural model. This tool has been around for over 16 years and benchmarked across over 1,600 organisations. It provides a more objective view of organisations into 4 areas, based on axes which consider External - Internal focus, Stable - Flexible
Involvement
commitment – ownership – responsibility
Are our people aligned and engaged?
Adaptability
patterns – trends - marketplace
Are we listening to the market?
Mission
direction – purpose – blueprint
Do we know where we are going?
Consistency
systems – structures - processes
Do our systems create leverage?
The Denison Organisational Culture Survey has 60 items that measure specific aspects of an organisation's culture in each of these four traits and twelve management practices identified in Dr. Dan Denison's research. Individual surveys are collectively tabulated into a graphic profile that compares your organisation's culture to that of higher and lower-performing organisations. The results are presented in a typical circumplex with reports being produced in bar charts.
One of the main strengths of this tool as that it provides a snapshot of the organisation’s strength and weaknesses. For example, when we used it with an organisation which was the result of a merger of two companies we could see that there were low scores in the “involvement” area which told us that staff morale was low and they needed attention quickly if the good people were not going to leave! Also, the “consistency” result was low – which meant that the systems were likely to lead to customer and service problems which was one area they wanted to compete on! This had the potential to sabotage their strategy! We created “action teams” to look at the detailed reports on each trait to address the major issues highlighted in these areas. Within 6 months they could see (and measure) significant improvements in these. Another client had a new strategy which involved re-positioning their business and becoming a lot more proactive in their market and towards their existing clients. The Denison results showed that they were low on the “adaptability” trait – and this is currently being addressed.
Another plus which Denison offers is that you can judge your culture against high performing companies and see how well you compare.
There are many examples of organisations recognising the need to do improve their culture, driving this from the top and then seeing the benefits in their bottom-line.
The characteristics of organisations with a strong corporate culture will include most of the following:
- A clearly defined and communicated vision and mission
- Clearly stated values which underpin the behaviours throughout the organisation
- A clear indication of the behaviours to be followed by EVERYONE in the organisation from the boardroom down
- The top management work at creating and keeping t
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