IS YOUR COMPANIES

ORGANIZATIONAL

CULTUREYOUR

BIGGEST THRESHOLD

FOR SUCCESS ???

SHOULDN'T YOU QUICKLY

TACKLE THIS?

WILL YOU DO THIS

THOROUHLY

OR

WITH HALF MEASURES?

THOROUGHLY WILL WORK

OUT WELL AND WILL GIVE

SUSTAINABLE

IMPROVEMENTS

HALF IS JUST A WASTE OF

MONEY

IF YOU UNDERSTAND YOUR

CULTURE, THEN YOU MAY

HAVE SOME CHANCE OF

INTERACTING SUCCESSFULLY

AND MAYBE EVEN CHANGING

IT

BUT WHAT IS MY

FOUNDATION FOR THE

CHANGE?

CAN ORGANIZATIONAL

CULTURE PRECISELY BE

MEASURED?

What is ORGANIZATIONAL CULTURE

“Organizational culture is the collective programming of the human mind that distinguishes the members of one organization from those of another.

Culture in this sense is a system of collectively held values.”

IT MAKES OR BREAKS YOUR ORGANIZATION

Geert Hofstede

The function of organizational culture:

There are no good or bad cultures. Cultures are functional or dysfunctional depending on who we want to be

Culture only exists by comparison. Culture has no meaning by itself

The Hofstede Model is a tool of analysis toassist us in realizing our objectives in the best possible way

The different levels of culture E. Schein

Practices

National Culture6-Dimensional Model

Organizational Culture The Hofstede Model

Symbols

Heroes

Rituals

Values

From on-line quick scans to change journey

A concise presentation of:

o Process of analysis

o Content of the reporting

How to realize our objectives in the most successful way

The processof analysis

The process: Five step program

1. Quick scan - assessment of our actual culture; Where are we?

2. Assessment of the optimal culture; Where do we want to be?

3. Reporting and gap analysis between actual and optimal culture and change strategy

4. Making change happen; getting from where we are to where we want to be

5. Monitoring the degree of success of our change journey

Step 1

Assessment of our actual culture

1. Define number of quick scans in terms of hierarchical levels, units, functions and/or locations, based on differences in behavioral group patterns. Note; Any company of any size and complexity doesn’t have just one culture, but a few or many subcultures

1. Quick scans will be conducted on-line by inviting our colleagues to describe their work reality

1. Our answers are treated confidentially as we want to receive a description of our work reality being as precise and objective as possible.

1. Actual scores will be automatically loaded into the system

Step 2 workshop 1

Assessment of our optimal (sub-)cultures

1. The environment in which each (sub-)culture is embedded will be assessed on-line

1. Based on the answers given to these questions strategic windows will be defined for the first six dimensions in the Hofstede Model

1. Management (and others) will be invited to translate vision, mission, objectives and strategy in terms of optimal positions within those strategic windows

1. Optimal scores will be loaded by our external consultants into the system

Step 3 workshop 2

Reporting and gap analysis

1. The report generating software will produce on-line separate reports for each unit scanned and assessed

1. If more than one report will be generated, a consolidated report will be supplied automatically in which the results of all separate reports will be com- pared, normally containing additional information based on such comparison

1. During the second workshop we are asked to do the following:a. Discuss findings in reportb. Reassess our optimal culture(s)c. Define communication policy regarding resultsd. Define change strategye. Make a choice of aspects we want to change if presented in

reports and if deemed necessary; see diagram with asterisks below

Step 4

Making change happen

Discussions with top management and HR to define the road map for changes in order to get where we want to be.

Distinction is made between:1. Indirect change based on choices made during workshop 2

directed at all those working below senior management level; the on-line tool to be used is called “change levers”

2. Direct change directed at top managers and senior managers if deemed necessary; the on-line to be used is called “360 degrees feedback mirrored against the optimal culture”

Step 4 (continued) workshop 3

Making change happen

1. If aspects have been chosen during workshop 2 which we want to change, then these will be translated on-line into change levers, creating focused interventions

1. During workshop 3 we are asked to translate these change levers into real life work activities which will support us in realizing our tasks and activities in an optimal way

1. For a program of work shop 3 see next slide. Note that are many ways to structure workshop 3

Step 5: Monitoring the degree of success of our change journey

Monitoring can be directed at the following:

1. Ensuring that intentions are being put in practice

1. Ensuring that tour change journey remains focused

1. Defining degree of ad-interim success and calibration of change journey with help of repeat scans

The content

What will the analysis show

The company will be analyzed on 8 autonomous dimensions

D1: Means versus goal oriented; We identify with the “how” versus we identify with the “what” (Health risks versus effectiveness)

D2: Internally versus externally driven; We know what is best for the client or we don’t need to care about them versus we do whatever the client wants

D3: Loose versus tight work control (Innovation and/or unpredictability versus efficiency/planning)

D4: Local versus professional; We identify with our direct boss and/or with our work group versus we identify with our profession and/or with the content of our work (Work life is a dangerous affair versus we love to find out what is happening in the rest of the world”

D5: Open versus closed systems; Newcomers are welcome versus they first have to proof themselves)

D6: Employee versus work oriented; Management takes co-responsibility for the welfare of their people versus management believes that if they don’t put their people under pressure nothing will happen

D7: Degree of leadership acceptance; from low to high

D8: Degree to which people identify with their organization; from low to high

Please note that definitions define the extreme positions

Please note that combinations of dimensions will define well known topics, e.g. D1 and D2 together define process versus result orientationAnd D1 and D5 together define open versus closed communication.

The company will be analyzed on 8 autonomous dimensions

The results against the dimensions

The results against the dimensions

The results against the dimensions

Below a diagram with asterisks is shown; being in this particular case a reflectionoff the discrepancy between the actual and optimal scores presented in the slideabove. The number of asterisks run from 1 to 4. 4 represents the biggest discrepancy between the characteristic loading the actual score on this dimension and the optimal score chosen by the client., 1 the smallest but still meaningful. The client,(that could be us) is then asked to chose those characteristics from the list below which can be changed without too much difficulty.

The results against the dimensions

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