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Build a Strategic Framework Through Strategic Planning. Both people and organizations need to establish a strategic framework for significant success.

Build a Strategic Framework Through Strategic Planning

This framework consists of: Your organization's success and your personal success depend on how well you define and live by each of these important concepts. In fact: Companies whose employees understand the mission and goals enjoy a 29% greater return than other firms (Watson Wyatt Work Study).U.S. workers want their work to make a difference, but 75% do not think their company's mission statement has become the way they do business (Workplace 2000 Employee Insight Survey). Read more to find out how to develop a successful strategic framework for your organization and yourself. What Is a Vision and a Vision Statement? A vision is a statement about what your organization wants to become.

The vision is translated into actions via the development of a vision statement that expresses the overall vision. Build an Organization Based on Values. Want the background about why values are important in an organization?

Build an Organization Based on Values

See the impact that identifying organizational values can have. Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and deeply held driving forces. Value statements are grounded in values and define how people want to behave with each other in the organization. They are statements about how the organization will value customers, suppliers, and the internal community. Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization.

How to Change Your Culture: You Can Transform Your Culture With Conscious Steps. Changing your organizational culture is the toughest task you will ever take on.

How to Change Your Culture: You Can Transform Your Culture With Conscious Steps

Your organizational culture was formed over years of interaction between the participants in the organization. Changing the accepted organizational culture can feel like rolling rocks uphill. Organizational cultures form for a reason. Perhaps the current culture matches the style and comfort zone of the company founder. Culture frequently echoes the prevailing management style. The Cultural Web - Aligning your organization's culture with strategy - Strategy Skills Training from MindTools. Aligning your Organization's Culture with Strategy © iStockphotoRidofranz Many aspects of organizations are interconnected.

The Cultural Web - Aligning your organization's culture with strategy - Strategy Skills Training from MindTools

What is the first thing that pops in your mind when you hear the term corporate culture? A great many people refer to the classic phrase coined by the McKinsey organization, that culture is "how we do things around here". And while that may be true, there are so many elements that go into determining what you do and why, that this definition only scratches the surface. Whether you can define it or not, you know that culture exists. Understanding Organisational Culture. Interest in organisational culture began in the early '80s when management gurus such as Tom Peters began to focus on culture as a differentiator of successful organisations.

Understanding Organisational Culture

In the past twenty-odd years interest in culture has increased as case studies have identified a strong link between organisational culture and its performance. In this article I discuss: Organizational culture. Organizational culture is the behavior of humans who are part of an organization and the meanings that the people reach to their actions.

Organizational culture

Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs, and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. "If leaders want to take culture seriously... Compare your corporate culture to best-practice organizations. What “cool companies” catch your attention?

Compare your corporate culture to best-practice organizations

Are you drawn to them because of the unique brand, their cutting-edge products, their inspired workforce or possibly their consistently wowed customers? My colleagues and I at The Ken Blanchard Cos. seek out best-practice organizations based on two primary elements: high performance and values alignment. In more than 12 years of research and experience with helping clients refine their corporate cultures, we have identified important practices that are common across the high-performance, values-aligned companies we study. As we review a few of these in this post, consider how well your organization does today on these practices. Why I Am Leaving Goldman Sachs. Culture's Big Business Moment. Company culture is having a moment.

Culture's Big Business Moment

And why not? The culture of an organization can be the key to its sustained success (see: shiny, happy Zappos employees ringing up more than $1 billion in sales) or degradation at the hands of disgruntled employees (see Greg Smith's much-shared op-ed in The New York Times describing the erosion of Goldman Sach's corporate to something “toxic and destructive”). More than a business buzzword, culture is a cornerstone, according to Shawn Parr. But that hasn't stopped it from being misunderstood and discounted as the woo-woo component of a company that doesn't have much of an impact on its balance sheet.

Barriers to Change: The Real Reason Behind the Kodak Downfall. 2a8f73ccf40110beffff80be7f000101.pdf (application/pdf Object) Three Levels of Culture - Schein, Edgard. Cultures surrounds us all.

Three Levels of Culture - Schein, Edgard

Cultures are deep seated, pervasive and complex. Yet, according to Edgard Schein, "Organizational learning, development, and planned change cannot be understood without considering culture as the primary source of resistance to change. " And "The bottom line for leaders is that if they do not become conscious of the cultures in which they are embedded, those cultures will manage them. Cultural understanding is desirable for all of us, but it is essential to leaders if they are to lead". Culture Whitepaper 4-09.pdf (application/pdf Object) Culture Whitepaper 4-09.pdf (application/pdf Object) Primer on Organizational Culture. Viewcontent.cgi (application/pdf Object)