Presentation on

Don’t Let Your Company CultureJust Happen (Article)

By Alexander Osterwalder and Kavi Guppta(7 July 2016)

Presented By Narinder KumarRoll No. 1300715Dept.HRM&OBSemester 3rd

• What is culture with example

• Introduction of Article

• Key elements of Organization culture(culture map)

• Outcomes

• Behaviors

• Enablers and blockers

• Three things you can do together in order to begin the conversation

Simple definition of Organization culture is:-

Culture is “the way we do things around here”

or

Culture is what we do when we think no one is looking.

visible symbols

Lessons culture survival

Underlying principles

IntroductionRight now 7 out of 10 people in your organization are not

actively engaged at work. Disengaged workforces are aglobal problem; and the costs are high. In the U.S. alone,companies are hemorrhaging $450 billion to $550 billion inlost productivity each year.

We believe the answer is culture—the formal and informal values, behaviors, and beliefs practiced in an organization. Very few companies intentionally work on their culture—in fact, many companies just let culture happen.

XPLANE founder Dave Gray says that a company’s culture is like a garden. You can design culture but nature will still be a force. You can’t control everything about your culture but you can intentionally take it into your own hands. Culture will emerge through constant care and nurturing.

The Culture Map is simply a tool to help you facilitate a conversation with you and your team.

Key Elements of organization culture

Outcomes

Behaviours

Enables and blockers

Outcomes:-What are you trying to achieve?

The outcomes you’re trying to avoid may include:

• People perform poorly

• People hate coming to work

• People have checked out

Desired outcome

• People are happy at work

• People are engaged

• People do their best work

Your desired outcomes may often be the opposite of your undesired outcomes but it might be helpful to think about what your company has and what your company may desire

Outcomes:-What are you trying to achieve?

Behaviors—the very visible part of your culture. These are the actions people perform every day that result in the outcomes you’ve just listed. That is, what do you want people in the organization doing and not doing?

Individual

behaviors

• Undesired:-Show little interest in their work, avoid responsibility

• Desired:-People show passion for their work, are transparent about their work and progress, people take ownership; and most importantly, people look forward to coming into work.

Team behaviors

• Undesired:-Participate in in-fighting and blaming, look out for oneself, have a personal agenda, sabotage projects.

• Desired:-Collaborate and help each other, are open and honest, have fun.

Leadership behaviors

• Undesired:-Care about personal power and prestige, only focus on quarterly numbers.

• Desired:-Listen to teams, help people grow.

BEHAVIORS TYPES AND EXAMPLES UNDESIRED AND DESIRED

This is where you have the ability to influence the outcomesand behaviors you’ve identified. The enablers and blockersare the formal and informal levers that leaders, teams, andindividuals can intentionally pull to drive a company’sculture.

IncentivesContext and

rules

PeopleLeadership

Think carefully about each of these four elements:

Company culture can feel like a beast, which is why manyleaders avoid having these tough conversations. But thereare small ways to get started. Here are three things you cando together in order to begin the conversation in:

10+ minutes:-Do a quickassessment to map yourcurrent culture. Haveeveryone think hard aboutenablers and blockers.Quickly capturing yourcurrent culture will allowyou to carry over anyexisting enablers andpositive behaviors that canalso work in your desiredculture.

60+ minutes:-In aslightly longer sessionyou can facilitate ashared understandingof your current culturewith peoplecontributing theirperspectivesCollaboration is key.

180+ minutes:-In this longsession, you can move todefining your desiredculture and kick off aconversation about howthe company can movefrom the current cultureto its desired culture.Individuals, teams, andleadership can collaborateto discuss and capture thedesired enablers andbehaviors that everyonecan begin to experimentwith and implementinternally.