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Finding IT: Getting to the Heart of Organizational Culture
There are 4 key objectives/processes in order to build the blueprint in creating a successful, spirit- based organizational culture.1.Clearly understand the impact of defining a core culture. Identify the key drivers and impactmeasures that a core culture can effect.2.Define and embrace the core culture. Understand the three core culture components and their critical success factors, and conduct a core culture audit blueprint.3.Align all organizational efforts/strategies to the core culture. Create action/development plans based on the core culture audit blueprint.4.Implement interventions aligned with core culture. Develop solutions based off theaction/development plans to bridge gaps in the core culture.
1. Clearly understand the impact of defining a core culture
Return-on-Culture. “Do you need to increase employee commitment and retention withoutspending big bucks? Take a look at your company’s culture – specifically whether workers feelaffiliated with your organization, as if they belong. According to a recent study by AonConsulting, workers who feel a strong sense of spirit and pride in their company and seven timesmore likely to recommend it as a great place to work. People want to believe that they are“members of,” not just “workers for,” their companies, Aon’s report states.” (ASTD Magazine2002)
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Boost MoraleCulture is the missing link for long-term success. The essential ingredient of all excellentcompanies is their core ideology. Fervently preserving core ideology in specific, concrete wayscreates a strong culture that enables people to feel better about what they do. The top 2 reasonswhy people join organization are because of its opportunity for personal growth and culture(culture as the driver). The top 2 reasons why they leave organizations culture and supervisor;culture is the greatest sustainable competitive advantage.
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Influence SatisfactionAccording to Fortune 100 Best Companies to Work For, America’s Top Employers (00 or 01) it isculture that gives them the edge. “How do these companies maintain an edge in such anenvironment? One word: culture. That’s the mantra repeated by the 100 Best firms.” Oneorganization said ‘nice perks may help somewhat in recruiting, but to keep people here we’ve gotto demonstrate that we offer a culture where they are respected and treated as adults, one thatshows people that we really care about them.’”
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Strengthen CommitmentEmployees have to feel that the company believes in them and its culture, and that management iswilling to operate under the same cultural principles in dealing with them. Corporateresponsibility begins with creation of a culture that promotes growth and success in every aspectof an employee’s life. An employee needs to believe in the importance of what he or she is doingand have pride and enthusiasm for the company in order to be a good corporate citizen. If the“words” represent qualities that are accepted and endorsed as a way of life, then it becomes anoperating system in which everyone wins.
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Increase Productivity
 
Culture is a powerful way to hold a company together and remain efficient against pressures suchas decentralization, de-layering and downsizing. Companies will only be successful only bydeveloping, linking, and executing strategies around culture.
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Improve Bottom lineSome world-class organizations studied, although they are very different, had one thing incommon -- they focus on culture. They realize that even though jobs within the company drivewhat is done, their organizational culture drives how things are done. The overwhelming reasonwhy individuals moved from one company to another was that they felt a strong connection totheir new employer’s culture. Companies with world-class staffing and retention practices seetheir culture as vital to their organization and they understand culture as the basis for selectingand rewarding people.
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Define and embrace the core culture
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Description
Culture is the fundamental nature and inner workings of the organization. It’s the gluethat binds an organization together with three components – operations, service andspirit.
Operations: the organization’s approach to how its manages the business
Service: the organization’s philosophy around servicing its stakeholders
Spirit: the organization’s essence that provides connection and commitment
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Identify critical success factors of operations, service and spirit (see document for generaldescriptors; see document for the competency assessment to determine spirit factors)
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Conduct a core culture audit (see document of blueprint for current and future status)
3. Align all organizational efforts/strategies to the core culture
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Create action/development plans based on the outcomes of the core culture audit blueprint.
4. Implement interventions aligned with core culture
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Develop solutions based off the action/development plans to bridge gaps in the core culture
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Create an overall cultural audit (combining all individual audits) that identifies overall currentstatus (strengths and growth opportunities) and highlights themes for future gaps. This willgive a global, organizational perspective. It plays as a recommendation document for operations and service.
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Assess the action/development plans and create themes for solutions around individualdevelopment needs to help them address their own gaps based off their cultural audits for their roles. This gives an individual perspective and strategy for the year based off theorganizational plan.Janae Bower is an inspirational teacher, business consultant and award-winning author of the book 
The Little Girl Who Found IT.
She works with organizations and individuals to help get IT.You can contact Janae at janae@findingIT.com, 612-554-1367 or www.findingIT.comto find outmore about the book and her work.
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