A French perspective of organizational culture and its inluence on innovation.

1. March 28th 2012
Exploring organizational culture
and its influence on innovation:
a French perspective
Fabien Barrillot - Ritu Jadwani - Kevin P. Jordan

2. CLAN
Collaborate
ADHOCRACY
Create
HIERARCHY
Control
MARKET
Compete
2
Introduction Project Question Methodology Results Discussion
OCAI - Organizational Culture Assessment Instrument*
• Dominant characteristics
• Organizational leadership
• Management of employees
• Organization glue
• Strategic emphasis
• Criteria of success
*Quinn & Rohrbaugh - Competing Values Approach to Organizational Effectiveness (1981)
1
Internal
Maintenance

3. 3
Methodology Results Discussion
Project Question
Introduction
How does organizational culture influence innovation
from a French perspective?
Let’s explore…
2

4. 4
Methodology Results Discussion
Project Question
Introduction
Selected resources for the project
Quinn & Rohrbaugh - Competing Values Approach to Organizational Effectiveness (1981)
Edgar Schein - Organizational Culture (1990)
Cameron, Quinn, DeGaff, Thakor - Competing Values Framework (2004)
Cameron & Quinn - Organizational Culture and Leadership (2004)
Booz & Company - Why Culture is Key (2011)
3

5. 5
Results Discussion
Project Question Methodology
Introduction
4
Interpretation
Model
used
Company
choice
Collection
online
Data
analysis
Graph
generation
6 out of 9
companies
Different
departments
CVF
OCAI

6. 6
Discussion
Project Question Methodology
Introduction
5
Results
French companies surveyed
Current Preferred
Electrical – Gas – Utilities – Electronics – Aeronautics – Automotive Technology
Clan Clan
Hierarchy
Market
Hierarchy
Adhocracy
Market
Adhocracy

7. 7
Discussion
Project Question Methodology
Introduction
6
Results
Company background & market
A large global utilities company
84,5€ billion in 2010 revenues and €11 billion net invested per year over 2011-2013
– 218 350 employees throughout in 70 countries
– incl. 155 450 in energy and services
– and 62 900 in environment
– 1,200 researchers and experts in 9 R&D centers
1st company in the “utilities” sector worldwide (Forbes Global 2000)
1st Independent Power Producer (IPP) in the world
1st purchaser of natural gas in Europe
1st transmission and distribution network in Europe
1st supplier of efficiency and environmental services in Europe
2nd supplier of water and waste services in the world. 110 district heating and cooling
networks operated throughout the world

8. 8
Discussion
Project Question Methodology
Introduction
7
Results
Global Utilities Company
• Current
• Focus is directed toward
hierarchy quadrant
• Highly bureaucratic
• Systematic problem-solving
• Process control
• Preferred
• Focus is directed toward Clan
quadrant
• Family-oriented
• Open Communication
• Team building
Clan
Market
Hierarchy
Adhocracy

9. 9
Discussion
Project Question Methodology
Introduction
8
Results
“Studies have shown again and again that there
may be no more critical source of business
success or failure than a company’s culture;
it trumps strategy and leadership”
Advantages of
aligned cultures &
innovation strategies
Supporting results from Booz & Company’s survey involving 1000 companies worldwide

10. 10
Introduction Discussion
Project Question Methodology Results
9
Recommendations for initiating organizational culture change
(a) Know where you are **
(b) Know where you want to go **
(c) Determine what the changes will mean
(d) Identify and communicate success stories
(e) Develop a strategic action plan
(f) Develop an implementation plan

11. Merci !