TaxiForSure Culture Code

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At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.

Transcript of TaxiForSure Culture Code

  • Confidential Culture at TaxiForSure April 2014
  • Confidential2 PART-1 A Primer on Culture
  • Confidential3 The term Culture, specifically organization culture, is widely used but hardly understood. Have you ever tried this simple exercise? Asking five senior executives and/or founders separately two questions: Can you explain to me what organization culture means to you in a simple and practical way? Can you describe to me the salient aspects of your organization culture?
  • Confidential4 Very likely, in most Firms, you will find them providing unclear and inconsistent responses.
  • Confidential5 It is therefore very helpful to get a working knowledge of culture in the same way as most of us have of, say, Strategy
  • Confidential6 Research by IBM concludes that in any organization, or team, seventy percent of the culture (or organization climate as they refer to it) is driven by the leader of the organization or team. In addition, the right culture can swing business results by thirty percent. Putting two and two together, the right leader creates the right culture, which in turn can swing business results significantly
  • Confidential7 A Good way to Start Understanding Culture is to Understand what it is and what it is not
  • Confidential8 Culture is about who gets rewarded and promoted Culture is about what behaviors and values we expect from our colleagues behaviors that are acceptable and behaviors that are not Culture is the way things are done here Culture is the way decisions are made extent of Consultation, Buy-in needed, Consensus etc. Culture is about how goals are set - set unrealistic goals and aim to achieve them or set conservative goals and definitely achieve them What IS Culture?
  • Confidential9 Culture is therefore what successful teams or groups attribute their success to. Culture therefore evolves It is very much like evolution of life on this planet It takes time, takes shape slowly, is often difficult to explain why it is what it is, and most important of all, it is very difficult to make quick changes
  • Confidential10 There is no good culture or a bad culture just as there is no right or wrong personal style of leadership. It is not right to conclude that one culture is superior to the other or one works better most of the time. Culture is not defined by a Companys espoused values or artifacts like office layouts. It is not easy to change culture because it evolves slowly What Culture Is Not?
  • Confidential11 One may, therefore, legitimately ask: if organizations cant change who they are, whats the whole point of understanding culture? It is the same thing as asking: if individuals cant fundamentally change who they are, whats the whole point of developing better self-awareness? Self-awareness helps an individual better understand herself in relation to the world around her, and hence, deal with situations more effectively
  • Confidential12 The lesson in this is that you should know what your organization culture is even if you cant change it easily. The concept of change management which many of us may have heard of is actually a structured way of gradually making changes to elements of a Firms Culture that have become dysfunctional over time
  • Confidential13 How can We as Leaders Drive the Right Culture?
  • Confidential14 Let us use a Real Life Example and Apply Elementary Game Theory
  • Confidential Assume you are staffed on to a Project Team comprising Members who all have a Day job in addition to the Project You need to decide whether you are going to work hard on the Project or attempt a free ride and focus on your day job How do you decide? Take a look at the matrix on the next slide and see the different consequences and outcomes
  • Confidential16 Irrespective of what your colleagues on the Project choose to do, it is in your interest to ignore the Project The project fails; nobody faulted; nobody rewarded; at least my line manager is happy that my day job was done well The project fails I get into serious trouble with my line manager for being nave and neglecting my day job I do not work hard I work hard My Colleagues do not work hard My Colleagues work hard The project succeeds; everyone gets rewarded including a free rider like me. I have also done my day job well The project succeeds; everyone gets rewarded including a hard worker like me If My Colleagues Work Hard, I have two choices Work Hard or Not Work Hard. The option of Not Work Hard has better results as you can see If My Colleagues do not Work Hard, I have two choices Work Hard or Not Work Hard. Again, the option of Not Work Hard has better results as you can see
  • Confidential Let us now Change the Matrix a bit and see how your Decision Changes
  • Confidential18 Irrespective of what your colleagues on the Project choose to do, it is in your interest to NOW Work Hard The project fails; there is a stigma attached to everyone in the team including me The project fails; but I am recognized as an honest corporate citizen who tried her best. Myline manager does not see me as a sucker who could have devoted more time to her day job instead of to a failing project. I do not work hard I work hard My Colleagues do not work hard My Colleagues work hard The project succeeds; everyone who worked hard gets rewarded (and since I did not work hard I do not get rewarded. Instead there is a stigma attached for being a free rider) The project succeeds; everyone who worked hard gets rewarded (and since I worked hard, I am rewarded) If My Colleagues Work Hard, I have two choices Work Hard or Not Work Hard. The option of Work Hard has better results as you can see If My Colleagues do not Work Hard, I have two choices Work Hard or Not Work Hard. Again, the option of Work Hard has better results as you can see
  • Confidential19 Did You Figure Out What Changed Between the Two Matrices?
  • Confidential20 What Changed Was the Kind of Behaviors That Were Rewarded by The Leaders and the Firm Culture is, Therefore, All About the Behaviors that are Encouraged and Rewarded
  • Confidential21 If driving a Culture was just about changing a few things on the Matrix, why is it so difficult in Real Life?
  • Confidential22 The reason why it is so difficult to reward the right behaviors and penalize the wrong ones is because very often the wrong behaviors produce some short term gains for an organization and the right behaviors could produce some short term pain
  • Confidential23 Therefore, Firms need Clarity and Courage to bear the Short Term Pain in exchange for the Long Term Gain. This is a Very Difficult Trade-off
  • Confidential24 Weak Leaders are often Reluctant to take ownership for bringing about changes in these dysfunctional behaviors that harm the Organization Culture They often rely on Peripheral and Distracting Fixes like Compensation Plans and Organization Structures that they think would magically induce the right behaviors
  • Confidential25 PART-2 Culture at TaxiForSure
  • Confidential26 Culture is what gives TaxiForSure the best chance of Long Term Success both for our People and Business
  • Confidential Eight Aspects of Our Culture 1. We Value specific Behaviors and Skills And we know what they are 2. We dream Big on our Goals We would rather aim very high and achieve partial success than aim low and beat targets 3. We Solve the Right Problems Every time we would ask Are we solving the Right Problem? 4. We Take Ownership for Everything we do even if the Outcomes are Not entirely in our Control 5. People are the most important Pillar We prefer Great people plus Average Process to Great Process plus Average People 6. Speed is as important as Quality in everything we do 7. Trust and Personal responsibility In all Relationships 8. We are Facts and Data Oriented in any problem we look at 27
  • Confidential Eight Aspects of Our Culture 1. We Value specific Behaviors and Skills And we know what they are 2. We dream Big on our Goals We would rather aim very high and achieve partial success than aim low and beat targets 3. We Solve the Right Problems Every time we will ask Are we solving the Right Problem? 4. We Take Ownership for Everything we do even if the Outcomes are Not entirely in our Control 5. People are the most important Pillar We would prefer Great people plus Average Process to Great Process plus Average People 6. Speed is as important as Quality in everything we do 7. Trust and Personal responsibility In All Relationships 8. We are Facts and Data Oriented in any problem we look at 28
  • Confidential 29 Ten Behaviors and Talents We Value Respect for people Integrity Transparency Fun at Work Entrepreneurial Clarity of Thought Team Building & Team Working Communication & Influencing Customer Centricity Self Awareness
  • Confidential Respect for People 30 You are never disrespectful come what may and whatever the provocation You do not belittle others however silly you think their idea may be We can take feedback from the person who serves you tea or the janitor in the office and they will always say they are treated with respect Your language is carefully chosen even tough messages are communicated in a constructive tone You never make oblique or sarcastic remarks
  • Confidential Integrity 31 What you say is what you mean People shouldnt need much tact in dealing with you You always communicate the other persons side of the story even if she is not around You are truthful and do not hesitate in saying things like I dont know, or I goofed up You will give credit to others where it is due You tend to credit others when things go right and look in the mirror when things go wrong and ask is there something I should have done differently?
  • Confidential Transparency 32 You