Organizational Culture

Levers of Levers of
Change Change

Culture
Types
Levers of Levers of
Change Change
 Measuring leadership competencies and organizational culture: TYPE

INDIVIDUALITY
New Change Incremental Change

Adhocracy …Culture Type… Hierarchy

Create …Orientation… Control
Innovator, Entrepreneur, Visionary …Leader type… Coordinator, Monitor, Organizer
Innovative outputs, Transformation, Agility …Value drivers… Efficiency, Timeless, Consistency, Uniformity
Innovativeness, vision, and constant change …Effectiveness T… Control and efficiency with capable processes
produce effectiveness produce effectiveness
FLEXIBIITY STABILITY
Internal maintenance External positioning

Clan …Culture Type… Market

Collaborate …Orientation…
Facilitator, Mentor, Team builder, …Leader type…
Commitment, Communication, Development …Value drivers…
Human development and high commitment …Effectiveness T…
produce effectiveness
Compete
Hard-driver, Competitor, Producer
Market share, Goal achievement, Profitability
Aggressively competing and customer focus
produce effectiveness

Long-term Change Fast Change

COLLECTIVITY
 Competing Values framework : Levels of analysis

INDIVIDUALITY
New Change Incremental Change

External Outcomes

Internal Organization

Individual
FLEXIBIITY STABILITY
Internal maintenance External positioning

Fast Change
Long-term Change

COLLECTIVITY
 Emphases of the Four Quadrants Map

New product development function Production function

Creating the future through Operating the organization

innovation, effectively and smoothly through
entrepreneurship, and the continuous metric improvement,
creation of new intellectual smoothing processes and relying on
capital technological capital

Sustaining the organization and Expanding the organization

its culture through participant through attentiveness to
engagement and the customers, aggressively competing,
development of human capital fast response, and acquiring
financial capital

Human resources function Sales and Marketing function

 Growth, Innovation Quality, Efficiency

Create Control

Change in
emphasis in
competing
values and
metrics
quadrants over
organizational
life cycles

Collaborate Compete

Knowledge Community
Profit, Speed
 Method for Creating New Strategies and New Insights

Intense Unity – Rapid Alliance

e Int
nc en
l li a sity
y-
A Integrating competing activities -R
ap
it idi
Un t y

Absence Positive Positive Absence

The leader emphasizes The leader emphasizes
teamwork and collaboration to The Leader speed and urgency to the
The Leader
the exclusion of speed and emphasizes exclusion of teamwork and
emphasizes
urgency. The leader teamwork and collaboration. The leader
speed and
overemphasizes participation collaboration focuses exclusively on
urgency
and empowerment and is immediate results and
indecisive. Two competing activities and extreme forms ignores long-term outcomes

Leading through innovation and entrepreneurship
Building effective, cohesive,
smooth functioning teams
Building effective relationships
through communication and listening
Helping others improve performance
and develop competence
Fostering a sense of unity
through involvement and
empowerment
Facilitating a climate of personal
concern and support for others
Leader’s competency profile
Leading through rational analysis
Leading the future
Leading through information clarity
Leading through improvement and change
Leading through high reliability
Leading through creativity
Leading through processes
Leading through flexibility and agility
Leading through measurement
Leading through teamwork
Leading through competitiveness
Leading through interpersonal relationships
Leading through customers relationships
Leading the development of human capital
Leading through speed
Leading through cooperation and community Leading with intensity
Leading for results
Leading through compassion and caring

The Innovator is clever and creative. This person envisions
change. His influence is based on anticipation of a better
future and generates hope for others. Innovation and
adaptation are actively pursued.
The Visionary is future oriented in thinking. This person
focuses on where the organization is going and
emphasizes possibilities as well probabilities.
The Facilitator is people and process oriented. This
person manages conflict and seeks consensus. His or her
influence is based on getting people involved in the
decision making and problem solving. Participation and
openness are actively pursued.
The Mentor is caring and empathic. This person is aware
of others and cares for the needs of individuals. His or
her influence is based on mutual respect and trust.
Morale and commitment are actually pursued.
The Monitor is technically expert and well informed.
This person keeps tracks of all details and contributes
expertise. His influence is based on information control.
Documentation and information management are
actively pursued.
The Coordinator is dependable and reliable. This person
maintain structure and flow of the work. His influence is
based on situational engineering, managing schedules,
giving assignments, physical layout, ect.. Stability and
control are actively pursued.
The Competitor is aggressive and decisive. This
person actively pursues goals and targets and is
energized by competitive situations. Winning is a
dominant objective, and the focus is on external
competitors, and marketplace position.
The Producer is task oriented and work focused. This
person gets things done through hard work. His or her
influence is based on intensity and rational arguments
around accomplishing things. Productivity is actively
pursued.
 Actual and Preferred Culture

Desired

Now
 Performance Outcomes
. # of new products or services launched
. # of new sources of revenue
. ROI in innovation
. $ derived from new products/services
. Measures of brand recognition
. Total grow on sales
. Employee retention rate
. Measures of employee morale
. # of top quality people attracted/hired
. % improvement stress health care cost
. ROI in training/education
↓ internal grievances/complaints
. % of on-time deliveries
. Total internal cost saving
. Improvement on error
. % reduction in waste or redundancy
. Measures od reduced cycle time
. Measure of quality improvement
. Total revenue
. Amount of cash on hand
. Profitability (return on assets)
. Shareholder value
. Stock price
. Overall performance ranking in the industry
 Organizational change initiative
Our initiative often emerge from identifying
external opportunities. In planning change,
we assess the interests of our external
stake holders. We develop a strategic vision
for change. We emphasize flexibility and
the ability to adapt quickly and to use
powerful symbols to communicate the
meaningfulness of the change. During
implementation we monitor the feedback
from the market.
Our initiatives often emerge from analysing
employee feedback. In planning change we
assess our people’s readiness and
recognize the need to alter the human
culture. We emphasize high mutual trust
for employees and the modeling of the
behaviors needed from the workforce.
During implementation we listen to the
problems encountered by our people.
Our change initiatives often emerge from
analysis of internal process measurements. In
planning change we assess our technical
capacity to make change and develop careful
plans and budgets to guide the process. We
emphasize a step by step process and to
carefully monitor the costs of the change.
During implementation we strive to minimize
the disruption to the workflow.
Our change initiatives often emerge from the
analysis of competitor behavior. In planning
change we identify the potential payoffs and
make the business case for the change. We
emphasize an intense performance focus and
using reward systems to show that change in a
top priority. During implementation we expect
to persist in the face of resistance and
adversity.
 Levers of Change : Control Quadrant

3. Walk the process.

Ex. Follow a customer
order. Document
each step
5. Create a process map of
the process as it currently
exists.

1. Form a team consisting 2. Talk with internal and

of cross-functional and external customers about
cross unit representations the process to identify
expectations, problems,
4. Reach consensus in
and suggestions
the team regarding
crucial activities involved
in the process.

Steps in process assessment Steps in process analysis Step in the process design
 Levers of Change : Collaboration Quadrant

Provide mastery experiences

Articulate vision Provide information

Arouse positive emotions Provide resources

Create confidence

Provide support Specify goals

Form teams Connect to outcome

Provide modeling

Prescriptions for enhancing value through empowerment

 Levers of change: Create Quadrant

. Reward idea champions . Monitor

. Reward rule breakers . Reward orchestrators

. Put people together . Pull people apart

. Reward sponsors and mentors . Prod.

Rules for fostering innovation

Levers of Change: Compete Quadrant

Steps for creating sustained economic value

 Personal Profile
Breakthrough Creativity
through Jump-Starting
Imagine
and Forecasting
Preferences
Positive characteristics and Types
Typical work settings
Negative characteristics and Types
Preferences
Positive characteristics and Types
Typical work settings
Negative characteristics and Types
Sustainable Creativity
through Talent Scouting
and Idea Spaces Incubate
Incremental Creativity
through Modular Design
and Process Improvement
Improve
Systems
Preferences
Positive characteristics and Types
Typical work settings
Negative characteristics and Types
Preferences
Positive characteristics and Types
Typical work settings
Negative characteristics and Types
Profitable Creativity
through Partnering
Invest and Portfolios
Imagine Improve

Incubate Invest
 The Innovative Genome

Agile/Flexibility/Shift
Breakthrough Incremental
Do things first Do things right

Practice Purpose
Purpose Inventing: Efficiency Practice
Improving: Preferred environments
Preferred environments Innovation Products Quality
Growth Systems Preferred questions
Preferred questions Markets People
People Ventures Problem solvers
Structures Preferred communication
Preferred communication Artists Standards
Engineers
Visionaries Professionals
Entrepreneurs
Open Systems Create Control Internal Process

Human Relations Collaborate Compete Rational Goals

Practice
Incubating: Purpose Preferred environments
Preferred environments Purpose Workplace Speed Practice
Preferred questions Knowledge Values Profit Preferred questions
Investing:
Preferred communication Community learning Performers Preferred communication
People People Initiatives
Competitors
Comm builders Acquisitions
Motivators
Teachers
Dealmakers
Counsellors

Do things together Do things fast

Development Short-term performance

Focused

P12 & 24