As CEO, you and only you can lead culture change in your business. Get it right and you’ll reap the rewards–for your company’s growth, for the bottom line, and for employee engagement. Get it wrong and it’s your reputation on the line.
In 2011, Allegory – a small marketing firm with a passion for building brands – wanted to buy the URL www.CultureCode.com. It’s where we planned to launch products and services that would help organizations uncover their unique culture by identifying their underlying patterns, strengths and passions. The URL was taken.
Fast forward four years and we launched our system of tools under the name CultureTalk (www.culturetalk.com). Born at the intersection of culture and communications, our #CultureCode speaks both to our big vision of helping individuals and organizations realize their true potential and from the heart of little agency where it all began.
This document outlines the mission and values of TempAlert, an organization that aims to improve decision making through monitoring technologies. Their core values are listed as People First, Be the Change, Mastery, Focus on HOW, and Honesty. They discuss how they hire people who demonstrate qualities like being Inspired, Effective, Humble, Adaptable, Loyal, and Collaborative. Leadership principles include Elevating others, Iterating based on feedback, Challenging convention, Simplifying processes, and having a positive Impact.
The document summarizes the culture and values of LinkedIn. It describes LinkedIn's culture as one focused on transformation, with three types of transformation: of self, of the company, and of the world. It emphasizes values like integrity, collaboration, humor, and results. The document also outlines LinkedIn's operating principles that guide the company, which include putting members first, valuing relationships, demanding excellence, and taking intelligent risks.
This document provides a 7-step template for creating a company culture code. Step 1 is to define the company mission and values based on the founders' vision. Step 2 describes the type of people that make up the company. Step 3 outlines core company policies around work culture. Step 4 lists employee perks and benefits. Step 5 describes the company workspace. Step 6 explains how employees develop their careers. Step 7 shares an employee quote about why they love working at the company.
This is the official ExtraaEdge culture code that guides all the folks at the company aligned in the right direction to build an awesome place to work !!
This is Ironpaper's culture code--a set of guidelines for building a great culture at our agency. We continuously refine and improve this guide, just as we continuously refine and improve the agency.
In 2011, Allegory – a small marketing firm with a passion for building brands – wanted to buy the URL www.CultureCode.com. It’s where we planned to launch products and services that would help organizations uncover their unique culture by identifying their underlying patterns, strengths and passions. The URL was taken.
Fast forward four years and we launched our system of tools under the name CultureTalk (www.culturetalk.com). Born at the intersection of culture and communications, our #CultureCode speaks both to our big vision of helping individuals and organizations realize their true potential and from the heart of little agency where it all began.
This document outlines the mission and values of TempAlert, an organization that aims to improve decision making through monitoring technologies. Their core values are listed as People First, Be the Change, Mastery, Focus on HOW, and Honesty. They discuss how they hire people who demonstrate qualities like being Inspired, Effective, Humble, Adaptable, Loyal, and Collaborative. Leadership principles include Elevating others, Iterating based on feedback, Challenging convention, Simplifying processes, and having a positive Impact.
The document summarizes the culture and values of LinkedIn. It describes LinkedIn's culture as one focused on transformation, with three types of transformation: of self, of the company, and of the world. It emphasizes values like integrity, collaboration, humor, and results. The document also outlines LinkedIn's operating principles that guide the company, which include putting members first, valuing relationships, demanding excellence, and taking intelligent risks.
This document provides a 7-step template for creating a company culture code. Step 1 is to define the company mission and values based on the founders' vision. Step 2 describes the type of people that make up the company. Step 3 outlines core company policies around work culture. Step 4 lists employee perks and benefits. Step 5 describes the company workspace. Step 6 explains how employees develop their careers. Step 7 shares an employee quote about why they love working at the company.
This is the official ExtraaEdge culture code that guides all the folks at the company aligned in the right direction to build an awesome place to work !!
This is Ironpaper's culture code--a set of guidelines for building a great culture at our agency. We continuously refine and improve this guide, just as we continuously refine and improve the agency.
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
AES helps you believe in better. This presentation is part manifesto and part employee handbook. It’s about who we are, and what we aspire to become (and we continue to work hard to get there).
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
This document discusses the culture at Uberflip, emphasizing that employees should feel valued, the work should be relevant, and a consistent experience is important. It outlines Uberflip's core values of being hustlers who prioritize culture over revenue and create great customer experiences. Employees are encouraged to feel valuable by providing ideas, stay relevant by understanding customer needs and innovating, and ensure consistency by always delighting customers. The goal is for Uberflip to be an empowering and collaborative workplace where the work experience is optimized, like the experiences they provide to customers.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
Y Combinator Startup Class #10 : Company Culture and Building a TeamFabien Grenet
The document discusses company culture and its importance. It defines culture as the beliefs, customs and behaviors of a group. Company culture specifically refers to the daily assumptions, beliefs and behaviors (A&B) of employees in pursuit of company goals (C). A strong culture provides alignment, stability and trust which can positively impact business results. The document recommends identifying core values through a worksheet, looking for elements of high performing teams like accountability and trust, and establishing best practices like integrating values into performance evaluations and making culture a daily habit.
This document discusses the importance of company culture for long term success. It provides examples of companies with great cultures like Netflix, Facebook, and Starbucks. The document then discusses the culture at WineDirect in particular. It states that WineDirect's culture is driven by its vision, mission, values and people. It outlines the values it looks for in employees, including innovation, customer satisfaction, communication, persistence, humility and being remarkable. The document emphasizes that WineDirect wants to inspire enthusiasm in its team and looks for employees who are passionate about the wine industry and dedicated to customers.
Culture Code - E3 Reloaded - Making Work Suck Less TEDxMongKok
The document describes E3, a company that aims to create work environments where work doesn't suck. It outlines E3's vision of empowering employees through freedom, trust, feedback and failure. E3 believes bureaucracy and strict policies have made work a "dirty word" and that companies should trust employees to dress and take time off as they choose. The document introduces E3's small team and clientele, which includes change-makers seeking to disrupt mediocrity and challenge the status quo.
Scaling Company Values - Twilio - TechWeek 2012Twilio Inc
The document discusses scaling company culture. It begins by introducing Jeff Lawson from Twilio and noting dates from January 2010 to February 2012. It then discusses how Twilio defined its values in 2010 as Continuous Improvement, Detail Oriented, Learners, Humble, Hungry. Culture is described as living values, which are observed through rituals, heroes, and symbols. Several examples of Twilio rituals are provided, like new employees building an app and getting "knighted". The document outlines Twilio's 9 core values and describes how they are represented through symbols like track jackets. It concludes by quoting that a company's value is driven by its values.
This document outlines the purpose, values, and culture of Singular. It summarizes as:
Singular's purpose is to build innovative products, inspire progress, and spark positive change through self-development, quality products, innovation, and investing in their people. Their core values include self-improvement, leadership, communication, teamwork, celebration, and fun. They strive to be outstanding in everything they do by living up to these values and cultivating a culture of inspiration, collaboration, and constant learning and improvement.
Creating a Company Your (New) Employees Love Katie Burke, VP Culture & Experi...MassTLC
The document discusses how to create a company culture that employees love. It argues that culture is more than just perks and rewards - it is a bar for what is possible at the company, a way to attract talent, and a promise to customers. The author explains that HubSpot's culture is rooted in transparency and autonomy. Most companies go wrong by not discussing culture until employees start or not giving employees a way to provide feedback. The author recommends talking about culture early and often during onboarding, making it a central focus, and providing a way for all employees to give feedback. HubSpot focuses on culture as a business priority, uses stories to reinforce it, shares information, is transparent, and iterates on the employee experience.
Product teams are the ones who shape our future. We strive to truly understand their needs and serve them better than any other company.
These are the values we strive for and want to be recognized by.
Read more about Blossom:
https://www.blossom.io/about
The Change School provides holistic learning experiences to help individuals and organizations navigate change. It designs experiential programs to develop people's potential and encourage continuous learning. Case studies of companies like Zappos and Starbucks show how important company culture is to success, engagement, and performance. Lessons include hiring for culture fit, aligning culture with business goals, and prioritizing continued learning and appreciation. The Change School offers tools and programs to assess and improve organizational culture.
The culture code gathers all of the key principles that we hold dear. The current business environment is an ever-evolving one - new facets are emerging and colliding in an ever more complicated manner. In order to provide value in such a world, the key lies in our ability to think for ourselves and sharpen the quality of our decision-making skills. The culture code lays the foundation for this decision-making and helps organize the talent of individuals into a powerful team effort.
This document outlines the culture code of UpStart, an organization that partners with Jewish community leaders. UpStart's culture rests on three pillars: values of empathy, optimism, collaboration and risk-taking; a team philosophy of dreaming with purpose, building the future, and growing good; and a culture code that activates these through seven principles. These include believing in Jewish traditions, striving for an inclusive future, accountability, respecting time, balancing playfulness and professionalism, ongoing learning, and supporting each other through change. Culture crews are formed to prototype ways to embody the culture code.
This document outlines the core values of the company Soundstripe. It provides 10 core values that guide the company's decisions, including providing genuine customer care, confronting challenges with optimism, maintaining a light work environment, striving for growth, honest communication, a focus on continuous improvement, prioritizing the company mission over strategies, humility, a focus on quality over quantity, and an emphasis on completing work rather than seeking perfection. It also discusses the company's culture of flexibility, self-care, and adapting to constant change as a growing startup.
Telemedicine Clinic (TMC) is Europe’s leading teleradiology provider. TMC pioneered teleradiology services in Europe when it was founded in 2002 and has since become a vital partner for more than 100 radiology departments in Sweden, Denmark, Norway, UK, Spain and Germany. This year, our team of more than 120 highly specialised radiologists will report more than a quarter of a million cases, making a significant positive impact in the life of hospital staff and patients.
This is a book about our culture. About who we are, why we do what we do, and how we go about it. Our culture is the most precious asset our company has. In the long run, it will be our culture that determines our success. We need to preserve it and develop its strengths. We do not invent our culture with this book. We only document our existing culture and make it explicit. This book is a communication tool.
At the heart of our culture are our core purpose and our core values. Our core purpose reminds us why we are in this business. Our core values describe how we do things at TMC, the behaviours we need to consistently demonstrate in our daily work. We also explain the beliefs that lead us to hold and promote these specific values.
Common purpose and values create alignment, focus and help us make the right choices—in big and in small matters. All our decisions need to respect and reflect the philosophy expressed in this document.
We wrote this book for us, the team members of TMC. But we happily share our thoughts with clients, partners, vendors and people interested in working with us, hoping they hold us accountable to what we claim on these pages.
Michael Brito discusses social business and the opportunities it presents. He defines social business as organizing a company's internal social media channels to better communicate, launch products, and gain insights. He emphasizes that leadership is key to driving the culture change needed for social business. Brito also outlines opportunities for social business in 2014, such as improving employee training, breaking down divisions between teams, and providing smart, targeted long-form content.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
AES helps you believe in better. This presentation is part manifesto and part employee handbook. It’s about who we are, and what we aspire to become (and we continue to work hard to get there).
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
This document discusses the culture at Uberflip, emphasizing that employees should feel valued, the work should be relevant, and a consistent experience is important. It outlines Uberflip's core values of being hustlers who prioritize culture over revenue and create great customer experiences. Employees are encouraged to feel valuable by providing ideas, stay relevant by understanding customer needs and innovating, and ensure consistency by always delighting customers. The goal is for Uberflip to be an empowering and collaborative workplace where the work experience is optimized, like the experiences they provide to customers.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
Y Combinator Startup Class #10 : Company Culture and Building a TeamFabien Grenet
The document discusses company culture and its importance. It defines culture as the beliefs, customs and behaviors of a group. Company culture specifically refers to the daily assumptions, beliefs and behaviors (A&B) of employees in pursuit of company goals (C). A strong culture provides alignment, stability and trust which can positively impact business results. The document recommends identifying core values through a worksheet, looking for elements of high performing teams like accountability and trust, and establishing best practices like integrating values into performance evaluations and making culture a daily habit.
This document discusses the importance of company culture for long term success. It provides examples of companies with great cultures like Netflix, Facebook, and Starbucks. The document then discusses the culture at WineDirect in particular. It states that WineDirect's culture is driven by its vision, mission, values and people. It outlines the values it looks for in employees, including innovation, customer satisfaction, communication, persistence, humility and being remarkable. The document emphasizes that WineDirect wants to inspire enthusiasm in its team and looks for employees who are passionate about the wine industry and dedicated to customers.
Culture Code - E3 Reloaded - Making Work Suck Less TEDxMongKok
The document describes E3, a company that aims to create work environments where work doesn't suck. It outlines E3's vision of empowering employees through freedom, trust, feedback and failure. E3 believes bureaucracy and strict policies have made work a "dirty word" and that companies should trust employees to dress and take time off as they choose. The document introduces E3's small team and clientele, which includes change-makers seeking to disrupt mediocrity and challenge the status quo.
Scaling Company Values - Twilio - TechWeek 2012Twilio Inc
The document discusses scaling company culture. It begins by introducing Jeff Lawson from Twilio and noting dates from January 2010 to February 2012. It then discusses how Twilio defined its values in 2010 as Continuous Improvement, Detail Oriented, Learners, Humble, Hungry. Culture is described as living values, which are observed through rituals, heroes, and symbols. Several examples of Twilio rituals are provided, like new employees building an app and getting "knighted". The document outlines Twilio's 9 core values and describes how they are represented through symbols like track jackets. It concludes by quoting that a company's value is driven by its values.
This document outlines the purpose, values, and culture of Singular. It summarizes as:
Singular's purpose is to build innovative products, inspire progress, and spark positive change through self-development, quality products, innovation, and investing in their people. Their core values include self-improvement, leadership, communication, teamwork, celebration, and fun. They strive to be outstanding in everything they do by living up to these values and cultivating a culture of inspiration, collaboration, and constant learning and improvement.
Creating a Company Your (New) Employees Love Katie Burke, VP Culture & Experi...MassTLC
The document discusses how to create a company culture that employees love. It argues that culture is more than just perks and rewards - it is a bar for what is possible at the company, a way to attract talent, and a promise to customers. The author explains that HubSpot's culture is rooted in transparency and autonomy. Most companies go wrong by not discussing culture until employees start or not giving employees a way to provide feedback. The author recommends talking about culture early and often during onboarding, making it a central focus, and providing a way for all employees to give feedback. HubSpot focuses on culture as a business priority, uses stories to reinforce it, shares information, is transparent, and iterates on the employee experience.
Product teams are the ones who shape our future. We strive to truly understand their needs and serve them better than any other company.
These are the values we strive for and want to be recognized by.
Read more about Blossom:
https://www.blossom.io/about
The Change School provides holistic learning experiences to help individuals and organizations navigate change. It designs experiential programs to develop people's potential and encourage continuous learning. Case studies of companies like Zappos and Starbucks show how important company culture is to success, engagement, and performance. Lessons include hiring for culture fit, aligning culture with business goals, and prioritizing continued learning and appreciation. The Change School offers tools and programs to assess and improve organizational culture.
The culture code gathers all of the key principles that we hold dear. The current business environment is an ever-evolving one - new facets are emerging and colliding in an ever more complicated manner. In order to provide value in such a world, the key lies in our ability to think for ourselves and sharpen the quality of our decision-making skills. The culture code lays the foundation for this decision-making and helps organize the talent of individuals into a powerful team effort.
This document outlines the culture code of UpStart, an organization that partners with Jewish community leaders. UpStart's culture rests on three pillars: values of empathy, optimism, collaboration and risk-taking; a team philosophy of dreaming with purpose, building the future, and growing good; and a culture code that activates these through seven principles. These include believing in Jewish traditions, striving for an inclusive future, accountability, respecting time, balancing playfulness and professionalism, ongoing learning, and supporting each other through change. Culture crews are formed to prototype ways to embody the culture code.
This document outlines the core values of the company Soundstripe. It provides 10 core values that guide the company's decisions, including providing genuine customer care, confronting challenges with optimism, maintaining a light work environment, striving for growth, honest communication, a focus on continuous improvement, prioritizing the company mission over strategies, humility, a focus on quality over quantity, and an emphasis on completing work rather than seeking perfection. It also discusses the company's culture of flexibility, self-care, and adapting to constant change as a growing startup.
Telemedicine Clinic (TMC) is Europe’s leading teleradiology provider. TMC pioneered teleradiology services in Europe when it was founded in 2002 and has since become a vital partner for more than 100 radiology departments in Sweden, Denmark, Norway, UK, Spain and Germany. This year, our team of more than 120 highly specialised radiologists will report more than a quarter of a million cases, making a significant positive impact in the life of hospital staff and patients.
This is a book about our culture. About who we are, why we do what we do, and how we go about it. Our culture is the most precious asset our company has. In the long run, it will be our culture that determines our success. We need to preserve it and develop its strengths. We do not invent our culture with this book. We only document our existing culture and make it explicit. This book is a communication tool.
At the heart of our culture are our core purpose and our core values. Our core purpose reminds us why we are in this business. Our core values describe how we do things at TMC, the behaviours we need to consistently demonstrate in our daily work. We also explain the beliefs that lead us to hold and promote these specific values.
Common purpose and values create alignment, focus and help us make the right choices—in big and in small matters. All our decisions need to respect and reflect the philosophy expressed in this document.
We wrote this book for us, the team members of TMC. But we happily share our thoughts with clients, partners, vendors and people interested in working with us, hoping they hold us accountable to what we claim on these pages.
Michael Brito discusses social business and the opportunities it presents. He defines social business as organizing a company's internal social media channels to better communicate, launch products, and gain insights. He emphasizes that leadership is key to driving the culture change needed for social business. Brito also outlines opportunities for social business in 2014, such as improving employee training, breaking down divisions between teams, and providing smart, targeted long-form content.
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
The document discusses organizational culture and provides a five-step recipe for consciously shaping a company's culture: 1) define the culture in writing so there is consensus, 2) communicate the culture at every opportunity through stories and discussions, 3) live the culture through actions and leadership, 4) measure elements of the culture to track progress, and 5) reward behaviors that reinforce the desired culture. It emphasizes that changing culture takes years of persistent effort through open communication and ensuring actions match stated values.
This document outlines a manifesto for massive motivation in the workplace. It argues that old motivation techniques are falling short as people want more choice and to be treated as individuals. It proposes that massive motivation comes from inspiring employees with a vision, rewarding good performance, and ensuring high performance. Inspiration involves setting clear goals and supporting employees. Reward involves recognizing employees' efforts. High performance involves listening to employees and ensuring the right tools, processes and development for success. Massive motivation differentiates high-performing teams and drives business success.
Twelve Months to a Turn-around (a.k.a. How to build a great culture)Dave Hancin
The document discusses how to turn around an underperforming business in 12 months through building a strong organizational culture. It emphasizes that the leader's sole purpose should be developing a strong culture by setting the right example, being transparent and accessible, ensuring all employees understand and feel connected to the company's vision and goals. Key steps include removing executive perks to promote equality, limiting turnover, celebrating wins together and fostering an open and positive work environment where employees feel valued and accountable. By prioritizing culture in this way and aligning all functional areas behind a clear strategy, the leader can build a high-performing team and deliver sustainable growth.
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
The document provides influential business quotes from acclaimed leaders on topics such as employees, customers, business priorities, marketing, change, experimentation, learning, initiative, and competition. Some key takeaways are to focus on employees and customers, have a people-focused attitude, be adaptable to change, continuously learn, be persistent, and actively manage company culture based on these principles. The quotes emphasize the importance of a customer-centric approach, managing time and priorities effectively, encouraging the right conversations in the marketplace, and assembling a loyal customer base.
How Does Organisational Change Really Happen? #influencers Albion
This document summarizes initial research conducted by Albion and Ashridge on organizational "Influencers", individuals within large organizations who drive novel and lasting positive change in unconventional ways. They interviewed 11 senior Influencers from diverse sectors who described themselves as comfortable outsiders driven to achieve big goals and leave a legacy. Influencers build social movements to drive cultural change, are restless change-seekers but patient, and use different tactics based on personality. Their success depends on having just enough power, luck, and support from top management. Next steps are to develop propositions to help organizations and Influencers work together, and test these ideas with businesses.
The Disruptive Reader: Three Urgent Questions for B2B Marketing InnovatorsShelly Lucas
This reader is dedicated to the marketing misfits. The interrogators. Because marketers who are courageous enough to ask probing questions are the ones who transform their businesses and ignite their careers.
The heart of great brand marketing is passionate, creative, hard-working people. If you feel the same way, these perspectives about supporting, coaching and developing your teams will add immediate, practical value to your playbook.
What must a leader bear in mind when attempting to change workplace cultureDaleCarnegieIndia1
Leaders must lead by example to inspire cultural change. Several contributors agreed that a leader must live the culture themselves and demonstrate the desired behaviors. Change takes time and persistence from the leader. While leaders can influence change, it is ultimately the employees who create change when a large portion want reform. A leader's actions must show enthusiasm for the cultural changes for employees to buy in.
What must a leader bear in mind when attempting to change workplace cultureDaleCarnegieIndia1
Leaders must lead by example to inspire cultural change. Several contributors agreed that a leader must live the culture themselves and demonstrate the desired behaviors. Change takes time and persistence from the leader. While leaders can influence change, it is ultimately the employees who create change when a large portion want reform. A leader's actions must show enthusiasm for the cultural changes for employees to buy in.
How to Hire Top Talent to Create a Purpose-Driven BusinessY Scouts
Brian Mohr, Co-Founder & VP of Growth, Y Scouts
Evolution of Management - The way we hire and manage employees has evolved over the centuries. Historically (industrial revolution, scientific management) people were hired and supervised to perform specifically-designed tasks, with a great focus on optimizing productivity. We still see the effects of those roots today. Later, the bureaucracy developed, and behavioral management emerged between the 1920s to 1950s to focus more on the real needs of employees. In recent decades we've seen much emphasis on management science (six sigma, lean) ad its main focus remained often on process or productivity rather than on people.
State of our Workplace Today - Despite contemporary thought leaders (like Peter Drucker, or the emergence of Servant Leadership), today's workplace still produces much unproductive stress, eliminates much creativity and inspiration, and is characterized by high levels of disengagement. This in turn leaves significant opportunities for productivity, growth, and profitability on the table.
Research on Purpose – One of the key pieces we believe is missing is “purpose”. In Daniel Pink’s research on what really motivates people, he finds that purpose is one of the three main drivers. In Gallup’s research into why people follow, “hope” is one of the main factors. Dr. Seligman’s research in the area of positive psychology shows that having a sense of purpose is a key route to high well-being. Purpose is good for people, but for business as well. A range of studies has demonstrated the far-superior results that purpose-driven companies obtain over their money-driven counterparts.
Implications for You – For most companies this means there is a need t0 discover what their purpose is, to communicate, Y Scouts is proposing three main implications. First, what is your purpose? What are you most passionate about, and what are you doing to pursue that? Second, how can you help others find and pursue that? Second, how can you help others find and pursue their purpose? You have great influence over your existing employees (casting them in the right roles) as well as your new hires (interviewing them for fit and purpose). And thirdly, how can you develop and focus your managers and employees on their strengths? To allow purpose to thrive, managers will need to respect the employee for who he/she is and focus on bringing the best out in them.
What We Do – How Y Scouts can help
Q&A
1) The document discusses empowering employees to represent brands on social media. It argues that companies should empower customer-facing employees to communicate with audiences in a humanizing way.
2) It recommends establishing social media policies with employee input to provide structure while allowing freedom. Training employees on core values and appropriate social sharing can make them powerful brand advocates.
3) Building healthy employer-employee relationships through mutual understanding and respect can help attract and retain talent in a competitive environment. Treating employees as investments rather than costs can create a nurturing culture with advocacy.
Creative Problem Solving White Paper - The STOP Model DINA SIMON, CPC
When you come to a crossroads in life or business and have to make a decision, how do you STOP, take inventory, and determine how to best solve the challenge facing you?
Companies can influence their organizational culture by focusing on changing a few key behaviors rather than trying to completely replace the culture. Leaders should work with the existing cultural traits and identify behaviors that are most important to change in order to align with strategic priorities. Specifically, the document recommends focusing on changing behaviors before trying to change mindsets, as behaviors have a stronger influence on culture. It also suggests identifying a few critical behaviors to focus on changing that will have the biggest impact, and leveraging informal leaders within the organization to help drive the new behaviors.
Unrelenting Change and What to Do About ItPeopleFirm
In today's do-it-now world, change is unrelenting. So, what steps do leaders need to take to make sure their people are ready, willing, and able to meet that change and thrive?
Doing Business on Purpose - Yellowwood (download version)David Blyth
The document discusses how having a clear sense of organizational purpose can transform businesses and drive positive impact. It argues that purpose-driven organizations are able to build more meaningful relationships with customers and employees, differentiate their brands, and ultimately grow their bottom line. The document provides examples of companies that have found success by aligning their business behind a higher purpose that goes beyond profits alone. It also addresses some myths about organizational purpose, finding that purpose is not just for non-profits but can be an effective business strategy when implemented authentically.
The document discusses authentic leadership and the concept of Blue Ocean Strategy.
Regarding authentic leadership, it defines authentic leaders as those who genuinely desire to serve and empower others, are guided equally by heart and mind, maintain strong relationships with people, and continuously work on personal growth.
For Blue Ocean Strategy, it describes the difference between the competitive "Red Ocean" market and the unexplored "Blue Ocean" market. It advocates that companies should think about creating new markets rather than competing head-to-head in existing markets by differentiating their products and pursuing low costs simultaneously. An example of Yellow Tail wine creating a Blue Ocean in the US market is provided.
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1. A GUIDE TO GETTING YOUR CULTURE
AND STRATEGY IN SYNC
BE THE
CHANGE
2. TO CHANGE?
As CEO, you and only you can
lead culture change in your business.
Get it right and you’ll reap the rewards–for
your company’s growth, for the bottom
line, and for employee engagement. Get it
wrong and it’s your reputation on the line.
3. 3
To decide whether its right for you, here are three
questions to ask yourself:
1. Do you believe that changing how your people
operate, make decisions, and execute is the only way
to achieve your goals for the business, for customers,
and for employees? (If there’s another way, its
probably easier than changing culture, so take it!)
2. Are you ready to deal with conflict in order to
achieve your vision for your company, your customers,
and your people? (If you’re not, go back to question 1
and find another way.)
3. Are you ready for the most challenging,
transformational, and rewarding personal development
experience of your career?
If the answer to any of these questions is no, you’re not
ready to take the risk. Stop reading now.
IT’S A PERSONAL RISK
AND IT ISN’T FOR EVERYONE.
5. 5
YOUR MBA WAS WRONG,
AND YOU KNOW IT
Foosball tables and free lunches aren’t your culture. Nor are
the tactics you learned on your MBA, such as role modeling
or changing KPIs and structures. Those are all part of the
change process; they make it easier for the people who already
share your vision to live it. But for those who don’t yet get it,
they’re not the catalyst.
We looked at 15 success stories of culture
transformation from around the world to find
out what makes the difference.
Some, like UBS and IBM, were about
bringing a failing business back to greatness.
Some, like Toyota, were about fueling global
growth. And others were about taking a
successful business and futureproofing it,
like Walmart and Microsoft.
In all of them, change was sustained and it
delivered tangible performance outcomes.
If you want to implement a strategy that
requires your people to think and act
differently, there’s one thing you need to do:
Here’s how.
MAKE PEOPLE
WANT TO CHANGE.
6. 6
YOU NEED AN UNSHAKABLE CONVICTION THAT
CULTURE TRANSFORMATION IS THE ONLY WAY.
7. 7
MAKING A BUSINESS CASE FOR
CHANGE IS ONLY THE START
Change starts with you, and it runs deeper than just telling
a compelling story.
Before you can change your culture, you
need an unshakable conviction that culture
transformation is the only way to deliver
the results your business needs. Once you
have this conviction it’s time to frame it in a
compelling story everyone can get behind.
When you know culture change is for you,
don’t let anything get in your way.
How far would you go to bring
about change?
Here’s an example of the depth of conviction
we’re talking about.
The president of a struggling global food
company knew the company’s products weren’t
what today’s customers wanted. She also
knew that a top-down “command and control”
culture was stifling new ideas that could fix the
problem. There was only one thing for it: She
needed investment to update the products in
the short term and at the same time she needed
to transform the corporate culture.
But the board said no.
The president knew that investing in product
development was the only way to get the
business back on track. So what did she do?
She stuck to her convictions and made the
investment anyway. In so doing, she put her
job on the line; if her investment didn’t pay off,
if sales didn’t increase significantly, the hole in
the budget would put her out of a job.
Her conviction told her she could change the
culture and turn the business around in time–
and that if she didn’t, the business would fail.
And she was right. Over the next two years she
delivered significant top–line growth for the
first time in decades–and credited that success
to the work she’d done on culture.
8. 8
GET YOUR SENIOR TEAM
BEHIND YOU
While culture change must come from you, you can’t do it
alone. The risk of leading culture change means you need moral
support to keep you honest and on track. Our research also
shows that you’ll transform your culture much faster if you get
your top team onside from the start and define your culture with
them, not for them.
Here’s how to get your team onside:
Don’t leave room for interpretation
If you share your vision with your top team
in broad-brush terms, such as “We need to
be more customer-centric,” you might get
buy‑in quickly (who would disagree?). But if
you don’t ask them to get into the specifics
about what does and doesn’t need to change,
you’re leaving them to come up with their own
interpretations of what customer-centricity
looks like. Before you know it, everyone will be
hearing different stories of what the business
expects. And your team will be reluctant to
take risks to bring it to life, knowing on some
level that they’re not aligned. You won’t get
traction and you won’t get real change.
So whatever strategy or culture change story
you’re building, don’t scrimp on the details.
Make personal connections
You’ve got to let your senior team see and feel
your unshakable convictions for themselves.
Then you need to help them find theirs.
Give them the space and support to tap into
their personal motivations. What do they
want to change or improve about how the
business works, regardless of your vision?
What personal goals will this help them meet?
Then ask them to find the part of your vision
they can get excited about.
Practically, this usually requires an external
coach for the team members individually and
as a team. They know what you want, so any
conversation with you is laden with pressure.
Only by relieving the pressure can you build real
ownership. Get this right and your senior team
will live, breathe and role-model the changes
ahead. They’ll put their heart into them, just as
you do, and that in turn will inspire other teams
in the business to do the same.
9. 9
MUST COME FROM YOU,
WHILE CULTURE CHANGE
YOU CAN’T DO IT ALONE.
Here’s an example of leaving room for interpretation–and then closing the gap.
Getting close to customers without compromising on quality
One of our global defense clients wanted
to get closer to its customers. The top
team agreed to this (again, who would
disagree?) as a strategic priority in their
planning process. But nothing seemed to
change. When we spoke to the senior team
members one to one, we discovered that
almost half of them worried that focusing
on customers really meant schmoozing
with customers, pulling the wool over their
eyes, and papering over the cracks of poor
engineering and poor products. With that
worry in mind, they weren’t doing much to
execute on this priority.
The only way to overcome the impasse
was to talk openly. Our team facilitated top
team discussions to provide an objective
voice on an emotional topic. Once the CEO
understood the team’s concerns, and the
team members understood each other’s,
they defined “getting closer to customers”
in a more concrete way. The new definition
made it obvious that the quality of products
was just as important as the quality of the
customer relationship. More importantly,
after open discussions using concrete
examples to debate strategic points,
everyone on the team knew they were on
the same page. Now the top team could
put their hands on their hearts and
genuinely drive customer-centricity in the
rest of the business.
9
10. 10
TAP INTO YOUR INFLUENCERS
Your senior team aren’t the only ones you need to live and
breathe the change. To make change happen fast, you also
need people in key roles and the informal influencers in your
business owning the new ways of working.
Make people care
If your culture isn’t supporting your strategy,
remember that individuals need to change
before the whole will change. If you start with
your formal and informal influencers, they will
reach the rest of the organization.
But no one is going to change themselves so
you can achieve your goals, no matter how
compelling and charismatic you are. The reason
they’ll change is if it’s the best way for them to
achieve their goals.
That means giving everyone the means to step
back and reflect on what matters to them,
whether they’re achieving what they want,
and how their assumptions and behaviors need
to change if they want to achieve their goals
in an evolving world. Feedback, reflection,
and dialogue will help accelerate the process.
And continuous support will prevent old mind–
sets and behaviors from creeping back in when
people are under pressure.
YOU CAN’T WAVE A MAGIC WAND
IN YOUR VISION.
AND MAKE
THE WORLD BELIEVE
10
11. 11
How epiphanies drove culture
change at Microsoft
Satya Nadella’s vision for Microsoft was
“to empower every person and every
organization on the planet to achieve
more.” But its legacy culture favored the
kind of competition that led to warring
factions and silos.
To turn things around, Microsoft had to shift
its culture to one of listening, empathizing,
and working together. This was particularly
true among high-potential new recruits in
sales, who were the face of Microsoft to
many customers.
The team came from the best business
schools in the world; they were confident
and ready to show what they could do.
On the flip side, they were sometimes brash,
overconfident and arrogant.
To help them see the impact their approach
was having on clients, we ran role plays,
asking the team to pitch products to key
buyers. Sometimes they played themselves,
sometimes the customer. Playing the
customer helped them see for themselves
how their colleagues’ sharp elbows and lack
of empathy came across–and recognize
how their own approach was similar.
I HAD NO IDEA
HOW OVERBEARING
I WAS UNTIL I SAW
IT IN ACTION.”
Microsoft sales–team member
That made the team open to change.
Next we used a psychological assessment
tool to show them how their traits
influenced the way they worked.
This helped them take a step back and
think about the unconscious beliefs and
mind–sets that had made them behave
so brashly in the past.
The experience didn’t just give them the
skills to change their approach- it made
them want to change.
I’M LEARNING HOW
TO REALLY WALK
IN MY CUSTOMERS’
SHOES—WHICH
BUSINESS SCHOOL
DIDN’T TEACH ME.
BUSINESS SCHOOL
TAUGHT ME HOW TO
BE RIGHT, BUT I DON’T
JUST NEED TO BE
RIGHT, I NEED TO BE
THE RIGHT PARTNER.”
Microsoft sales team member
11
12. 12
Check that you’ve created an
environment that supports change
Now that your teams are onside and owning
the behaviors and mind–sets you need from
them, it’s time to reflect on the way you
sustain the change. Do the organization’s
structure, KPIs, bonus structure, and
processes all support the culture you’re
creating?
It’s easy to think that if people really get
it, you don’t need to change those things.
But they all play a part in making your new
culture stick–and if you don’t change them,
your people won’t think you’re serious.
Changing these factors brings risks.
They’re powerful levers and they can easily
backfire. Keep the lines of communication
open, listen to your people, and course
correct, as IBM did when they transformed
from a siloed products business to deliver
integrated IT solutions many years ago.
Feedback loops are key to success–
IBM’s lessons learned
As part of driving its transformation,
IBM decided to let sales teams build
competitor tech products into the IT
solutions they shaped for clients. The
approach made customers happier, and it
was a powerful symbol of how serious IBM
was about becoming more client–centric.
But behind the scenes, the new strategy
clashed with IBM’s individualistic culture.
In the past, if customers spotted a flaw
in an IBM product, they wouldn’t buy
it. Eager to get their next commission,
senior sales execs reported problems
straight back to the design team.
The new strategy changed things.
Now, sales teams simply replaced failing IBM
products with a competitor’s alternative.
IBM’s products quickly fell further and
further behind the competition, because
designers stayed in the dark about what
their customers really wanted.
But IBM leadership was agile enough to
recognize this and change it. We designed
and facilitated workshops with the top
300 leaders to shift their mind–sets and help
them own the new culture. And we built into
these workshops feedback loops: discussions
of what was changing and the impact it was
having. This and other challenges emerged
in these discussions–and were escalated
for resolution.CHANGING THESE
FACTORS BRINGS RISKS.
12
14. 14
TAKING THE
FIRST STEP
If you answered yes to the three questions
at the start of this paper then you’re ready
to start transforming your culture. But to what?
The starting place is to define, with your team,
the culture you need to execute your strategy.
Here are some simple questions to stimulate
your thinking:
What’s your organization’s purpose?
ƒƒ How do you add value to the world
around you? What is the need that
customers or stakeholders have
that your organization is uniquely
positioned to deliver?
ƒƒ How do you need to define success
to deliver that value? Is it through
innovation, quality, customer intimacy,
or efficiency? Does your focus
need to be on the long or the short
term, on social responsibility and
ethics or competitors?
1.
14
15. 15
How do people need to work
together to achieve that purpose?
ƒƒ Do people need to collaborate to find
new opportunities, or compete to
optimize results?
ƒƒ To achieve the best decisions, do they
need to be made from the top down
or the bottom up? Do they need to
bring in external perspectives, or are
the answers within? Will diversity of
backgrounds help or hinder?
2.
What motivations will drive the
behaviors you need to deliver on
your purpose?
ƒƒ Do you need people who thrive on
risk or minimize it?
ƒƒ Do you need people who prefer
working independently or with others?
ƒƒ Do you need people who are driven to
optimize the whole or their own area?
3.
Once you’ve defined the culture you think you need, open up the discussion with your team. How
do they answer these questions? What do you agree are the strengths in the culture you need to
keep? What needs to change?
NOW YOU ARE
ON YOUR WAY.
16. 16
FAVORS THE BOLD
CULTURE
CHANGE
ARE YOU READY
TO STEP UP?
No one said culture change was easy
(if it were, everyone would be doing it).
But if you can follow these steps, true
culture change is possible. And the
results could be phenomenal.
16
19. CONTRIBUTORS
Jean-Marc Laouchez
President, Korn Ferry Institute
J. Evelyn Orr
Vice President, Chief Operating Officer,
Korn Ferry Institute
Bernadette Voogsgerd
Associate Client Partner, Korn Ferry
Chris Davies
Associate Client Partner, Korn Ferry
Claude Dion
Senior Client Partner, Korn Ferry
Craig Rowley
Senior Client Partner, Korn Ferry
Dave Lea
Senior Client Partner, Korn Ferry
Debra A. Nunes
Senior Client Partner, Korn Ferry
Frédéric L’héré
Senior Client Partner, Korn Ferry
Irene Caldentey
EMEA Vice President, Korn Ferry Academy
Jaime Maxwell-Grant
Senior Client Partner, Korn Ferry
Kate Wilson
Associate Client Partner, Korn Ferry
Khoi Tu
Senior Client Partner, Korn Ferry
Kunio Tsunashima
Senior Client Partner, Korn Ferry
Lisa van den Berg
Principal, Korn Ferry
Lynn Foster
Senior Client Partner, Korn Ferry
Maria-Elena Daynes
Senior Client Partner, Korn Ferry
Matt Crosby
Senior Client Partner, Korn Ferry
Mitali Bose
Senior Client Partner, Korn Ferry
Nick Faure
Senior Client Partner, Korn Ferry
Sharad Vishvanath
Senior Client Partner, Korn Ferry
Kirsta Anderson
Senior Client Partner and Global Head of
Culture Transformation, Korn Ferry
20. About Korn Ferry
Korn Ferry is a global organizational consulting firm. We help clients synchronize strategy and
talent to drive superior performance. We work with organizations to design their structures, roles,
and responsibilities. We help them hire the right people to bring their strategy to life. And we
advise them on how to reward, develop, and motivate their people.
Get in touch
APAC
Sharad Vishvanath
t: +91 98 1027 4279
e: sharad.vishvanath@kornferry.com
Felicity O’Shannassy
t: +61 3 9667 2658
e: felicity.oshannassy@kornferry.com
EMEA
Kirsta Anderson
t: +44 7824 542 956
e: kirsta.anderson@kornferry.com
Khoi Tu
t: +44 20 3819 2978
e: khoi.tu@kornferry.com
LATAM
Tácito Nobre
t: +55 11 2114 2270
e: tacito.nobre@kornferry.com
Adriana Rosa
t: +55 11 3525 6289
e: adriana.rosa@kornferry.com
North America
Lynn Foster
t: +1 609 608 1040
e: lynn.foster@kornferry.com
Mark Royal
t: +1 312 228 1840
e: mark.royal@kornferry.com