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 assumptions
• How people in our organization think and act, every day
• Culture is “the way things are done around here”
Adaptability Pattern..Trends..Market
Translating the demands of the
business environment into action
“Are we listeningto the marketplace?”
MissionDirection..Purpose..Blueprint
Defining a meaningful long-term direction
for the Company
“Do we know where we are going?”
InvolvementCommitment ... Ownership …
Responsibility
Building human capability, ownership, and responsibility
“Are our people aligned
and engaged?“
ConsistencySystems… Structures…
Processes
Defining the valuesand systems that are the basis of a strong culture
“Does our system create leverage?”
What Counts…
Flexible and Stable
FlexibleAdaptability + Involvement
A flexible organization has the capability to change in response to the environment
StableMission + 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
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 organization’s goals and are highly motivated to contribute.
Bottom Up
Top Dow
n
Dynamic Tension:
Successful organizations learn 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.
Stim
ulat
e Pr
ogre
ss!
Pres
erve
the
Core!
Culture Links to Performance
Innovation &Customer
Satisfaction
StablePerformance
Over TimeProfitability
ROI, ROE
Operating PerformanceQuality
Employee Satisfaction
Growth
Understanding Your Report
This is one of the four primary components that impact business performance.
This is a percentile score and ranges from 0 - 100. It is the organization’s score benchmarked against the average of all other organizations in the database. (This average is called a norm or benchmark.) This organization, for example, scored better than 68 percent of all of the companies in the database in the area of Goals and Objectives.
This is one of the three dimensions that measure behaviors for the “Empowerment” bucket. Each of the index. Each index consists of five survey items.
The profile is colored to show the quartile in which the percentile falls. This score, for example, falls in the third quartile.
Beliefs and assumptions are at the heart of culture, but are too hard to
measure; Survey focuses on measuring visible managerial
behaviors & practices.
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
Strengths Effective at producing the same products and services
Team work is encouraged
Short term goals are clear
VulnerabilitiesNot 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 Adaptability scores, I can
respond to the market more quickly with
innovative products and beat this company in
market share.”
“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.”
“You have a sense of your short term goals and objectives, but they are not
being informed by your long term vision. This tells me that your good at execution, but with no real sense of
direction.”
Interpretation Guidelines
Strengths & Challenges
What are main areas?
Strong = more color Weak = less color
Are these clustered?
Flexible? Stable? Externally Focused? Internally Focused?
Involvement? Consistency? Adaptability? Mission?
Summarize Strengths
Review the 12 Indexes
Which are strongest?
Clustered in one trait?
Summarize Challenges
Review the 12 Indexes
Which are lowest?
Most important to your organization’s effectiveness? Clustered in one trait?
Key Patterns
Foundation Skills:What are the key capabilities that arethe foundation of your organization’s strengths?
Areas to Improve: What capabilities are important to improve? Short-term? Long-term?
Impact of strengths and weaknesses on performance measures : Customer experience? Innovation? Quality? Sales? Financial performance?
Big Picture High Scores
Low Scores Overall Patterns
A suggested process for interpreting results
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!
