Culture is defined as the shared values, beliefs, stories, and rituals of an organization that influence employee behaviors. A company's culture directly impacts its bottom line performance. Assessing a company's culture involves examining elements like communication, integrity, and respect. Changing an organization's culture requires starting at the top and building on values like openness and honesty while listening to diverse employee perspectives. Engaged employees and satisfied customers are indicators of a high-performing culture.

4. Culture eats
strategy
for breakfast!
Often wrongly attributed to Peter Drucker, earliest source Giga Information Group

5. Corporate culture
directly drives
the bottom line
of your business.

6. Let’s talk about: Definitions
Impact
Assessment
Change

7. Definition:
Culture is the sum of Purpose: why
Mission: what
Values: how

8. Values and beliefs
Stories and myths
Heroes
Rituals
Definition:
Culture is defined by

9. Stories
Rituals and routines
Symbols
Organisational structure
Control systems
Power structures
Definition:
Culture is defined by The Cultural Web,
Johnson and Scholes
1992

10. “How we do things
round here.”
Definition:
Culture is defined by

14. Integrity
Communication
Respect
Excellence
Impact:
Lack of honesty
Long jail sentences for fraud.

15. Impact:
Vagueness Do the right thing for whom?
Dissolved into in fighting
and was broken up.

16. Impact:
Thoughtful, honest, common culture creates winners.

17. 10 Important Demands for a LEGO Effort
1. Be objective and truthful
2. Be positive and unpretentious
3. Be economical
4. Be international
5. Evoke enthusiasm and inspire
6. Encourage imagination and activity
7. Observe characteristics
8. Company concerns ahead of personal interests
9. Complete every task
10. Act according to company philosophy
10 LEGO Characteristics
1. Unlimited play possibilities
2. For girls, for boys
3. Enthusiasm at all ages
4. Play all year round
5. Stimulating and harmonious play
6. Endless hours of play
7. Imagination, creativity, development
8. More LEGO, greater play value
9. Easy to supplement
10. Sustained quality

18. To be able to establish a close relationship
to your employees
To take the lead
To show the employee confidence
To be tolerant
To be concerned about your own field of
responsibility
To plan your work day carefully
To express your opinion
To be visionary
To aim at consensus
To be dynamic
To be self-confident
and keep a proper distance.
and recede into the background.
and to be aware of their doings.
and to be aware of their doings.
and at the same time to be loyal to the overall
goals of the company.
and to be flexible in your planning.
and to be diplomatic.
and to keep both feet firmly on the ground.
and to be able to make a decision.
but also thoughtful.
and be humble.
The 11 Paradoxes of Management

19. 1. encourage independent decision-making by employees
2. share information openly, broadly, and deliberately
3. are extraordinarily candid with each other
4. keep only our highly effective people
5. avoid rules
Judgement
Communication
Curiosity
Courage
Passion
Selflessness
Inclusion
Integrity
Impact
https://jobs.netflix.com/culture
Each value is clearly defined:

20. Assessment:
Can you measure culture?

21. By Jake Beech - Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=30859659

22. The Big Five Personality Traits
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism

23. Clifton Strengths Finder

24. Assessment:
What happens if we apply the same ideas to a company?

25. Friday January 01, 1999 - https://dilbert.com/strip/1999-01-01

26. https://www.netpromoter.com/know/
Net Promoter Score: How do others see us?
How likely is it that you would recommend [brand] to a friend or colleague?

27. Engagement are the key indicators of corporate performance
Outside: CE3
HS13
Critical questions for customer engagement
Inside: Q12
Critical staff questions to understand employee engagement
What distinguishes growth culture?
Based on 1 million interviews, 25 years and 100M data points
Financial metrics lag engagement, giving a false picture.

28. Base Camp: What do I get?
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
Camp 1: What do I give?
1. Do I have the opportunity to do what I am best at every day?
2. In the past 7 days have I received praise or recognition for good work?
3. Does my supervisor, or someone at work, seem to care about me as a person?
4. Is there someone at work who encourages my development?
Camp 2: Do I belong here?
1. At work, do my opinions seem to count?
2. Does the mission of my company make me feel my job is important?
3. Are my co-workers committed to doing quality work?
4. Do I have a best friend at work?
Camp 3: How can we all grow?
1. In the past 6 months, has someone talked to me about my progress?
2. This last year, have I had opportunities to learn and grow?
Q12

29. Engagement drives
business growth:
Universally.
Culture drives
engagement:
Always.
1.7 3.4
1 1.7
Non-optimized
Partially
optimized
Optimized
Employee Engagement
CustomerEngagement
Partially
optimized

30. Change:
Culture change has to start at the top.

34. Value cognitive diversity.

35. Organisations thrive with mixed skills and styles.

37. Change: Build on openness and honesty.
Listen.
Avoid homogeneity.
Be aware of culture.
Keep listening.
www.conceptgap.com