Culture Results

Understanding our Results

Agenda

What is culture?
The Denison Model
Case study
Our Results
Next Steps
Today’s Objectives
 What is Culture?

Deeply held beliefs and How people in our Culture is “the way things
assumptions organization think and act, are done around here”
every day
 What Counts…
Adaptability Mission
Pattern..Trends..Market Direction..Purpose..Blueprint

Translating the Defining a meaningful

demands of the long-term direction
business environment for the Company
into action
“Do we know where
“Are we listening we are going?”
to the marketplace?”

Consistency
Involvement Systems… Structures…
Commitment ... Ownership … Processes
Responsibility

Building human capability, Defining the values

ownership, and responsibility and systems that are the
basis of a strong culture
“Are our people aligned
and engaged?“ “Does our system
create leverage?”
Flexible and Stable
 Flexible
Adaptability + Involvement

A flexible organization has the

capability to change in response to
the environment

 Stable
Mission + Consistency

A stable orientation contributes to an

organization’s capability to remain
focused and predictable over time
External Focus and Internal Focus
 External Focus:
Adaptability + Mission
The organization’s focus is on
adapting and changing in response to
the external environment

 Internal Focus:
Involvement + Consistency
The organization’s focus is on the
dynamics of the internal integration of
systems, structures, and processes
 To
p
D
ow
n
Dynamic Tension:
High performance
organizations learn how to link
the purpose, direction, and
goals of the organization
(top - down) to a shared sense
of responsibility, ownership
and commitment with all
employees
(bottom - up).

Employees understand the

relationship between their
individual goals and the
B

organization’s goals and are

ot
to

highly motivated to contribute.

m
U
p
 s !
r es
g
ro
P
te
la
Dynamic Tension: u
t im
Successful organizations learn S
how to cope with the dual
problems of external
adaptation (stimulate
progress) and internal
integration (preserve the
core).

It is not an either/or
proposition - high performance
organizations must be able to
do both at the same time. e !
or
C
e
th
v e
s er
r e
P
 Growth
Culture Links to Performance

Innovation & Stable Performance

Customer Over Time
Satisfaction Profitability
ROI, ROE

Operating Performance Quality

Employee Satisfaction
 Understanding Your Report
Beliefs and assumptions are at the
heart of culture, but are too hard to This is a percentile score and
measure; Survey focuses on measuring ranges from 0 - 100. It is the
visible managerial behaviors & organization’s score
practices. benchmarked against the
average of all other
organizations in the
database. (This average is
called a norm or benchmark.)
This is one of the This organization, for
four primary example, scored better than
components that 68 percent of all of the
impact business companies in the database in
performance. the area of Goals and
Objectives.

The profile is
colored to show the
This is one of the three quartile in which the
dimensions that percentile falls. This
measure behaviors for score, for example,
the “Empowerment” falls in the third
bucket. Each of the quartile.
index. Each index
consists of five survey
items.
 Case Study: 100 Year Old Manufacturing Company

What patterns do you see

in this organization?
What are their strengths?
What are their
weaknesses?
What might this mean for
their business?
 Case Study: 100 Year Old Manufacturing Company
“With your low Adaptability
“You have a sense of your short term
scores, I can respond to
goals and objectives, but they are not
Strengths the market more quickly
with innovative products
being informed by your long term
vision. This tells me that your good at
Effective at producing the and beat this company in
market share.”
execution, but with no real sense of
direction.”
same products and services
Team work is encouraged
Short term goals are clear

Vulnerabilities
Not listening to the
marketplace: they will be
overtaken by their
competitors quickly
No innovation to keep them
going in the future
Not listening to their
customers “With your low Empowerment and
Capability Development scores, your
top talent is probably hard to attract and
harder to keep. As a competitor, I’ll try to
steal your best talent away from you.”
Interpretation Guidelines
A suggested process for interpreting results

Big Picture High Scores Low Scores Overall Patterns

Strengths & Challenges Summarize Summarize Key Patterns

Strengths Challenges
What are main areas? Foundation Skills:
Review the 12 Review the 12 What are the key capabilities that are
- Strong = more color Indexes Indexes the foundation of your organization’s
- Weak = less color strengths?
- hich are - Which are lowest?
strongest? Areas to Improve:
Are these clustered? - Most important to - What capabilities are important to improve?
- Clustered in one your organization’s - Short-term? Long-term?
- Flexible? trait? effectiveness?
- Stable? Impact of strengths and weaknesses
- Externally Focused? - Clustered in one trait? on performance measures :
- Internally Focused? - Customer experience?
- Innovation?
* Involvement? - Quality?
* Consistency? - Sales?
* Adaptability? - Financial performance?
* Mission?
Our Results
Add Your Results
Step 1: Big Picture
Strengths and Challenges

• What are the areas of strength (more

color)? Which reflect possible challenge
(less color)?
• Are there basic patterns or clusters?
• Flexible vs. Stable, External Focus vs.
Internal Focus?
• Are there strengths across all four
traits (Involvement, Consistency,
Adaptability or Mission) or are there
obvious areas of weakness (gaps)?
 Step 2: High Scores –
Summarize your Strengths
• Review the 12 Indexes (i.e. Creating Change,
Empowerment, Vision, etc)
• Which indexes are the strongest?
• Which are the most important to achieving your
current business objectives?
• Is there a pattern (relationship) among the areas of
strength?
• Review the line items
• Are there additional insights about your strengths that
can be gained from the line items?
• What are the top five line items? (summarized in your
High/Low report)
• What do they tell you about your focus as an
organization/team?
• Is there a pattern among your line item strengths?
Step 3: Low Scores –
Summarize Your Challenges
• Review the Indexes
• Which indexes are the lowest?
• Which of these have the greatest implications for
your business objectives?
• Is there a pattern (relationship) among the areas
of weakness?
• Review the Line Items
• Are there additional insights that can be gathered
from reviewing your lower line items?
• What are the five lowest line items (summarized
in your High/Low report)?
• What do they tell you about your focus as an
organization/team?
• Is there a pattern among your lower line items?
 Step 4: Summarize the Insights
and Possible Impact on
Performance
• Strengths: What does the data tell you about the
organization’s (or group’s) strengths?
• Challenges: What does the data tell you about the
organization’s (or group’s) challenge areas?
• What areas are important to develop in order for your
organization (or group) to achieve your strategies and
objectives?
• What might be the impact of your key strengths and
weaknesses on your key performance measures:
• Efficiency?
• Growth?
• Customer Satisfaction?
• Innovation?
• Quality?
• Employee Satisfaction?
Next Steps
Thank you!