Video: Systemic Culture Compass

The trouble with company culture

The challenges created by over half of strategic restructurings result in existential threats to the companies involved*. Particularly interesting in this regard is that the most commonly cited reason for such failure is an inherent neglect of company culture**. Should you answer in the affirmative any of the following questions, it is worth to continue reading.

  • Do your colleagues constantly talk about culture without any change ever happening?
  • Over the years, have you witnessed numerous cultural change programs come and go within your organization?
  • Have you thought “We have to change our culture!” but you did not know how?

Like nailing pudding to a wall

What differentiates successful companies from their less successful competitors? What helps them outperform their peers?

The main differentiation criterion and the most important competitive advantage for a company is its corporate culture. However, It is almost impossible to define this culture without proper tools. Trying to do so would be like nailing pudding to a wall. Failed change processes often result in cynicism, frustration and loss of trust towards the management. Here, the Systemic Culture Compass can help.

The Systemic Culture Compass

A failed change process can place an organization in a worse than before situation. Therefore, efficiently modifying the corporate culture is key to a successful strategy. Unfortunately most companies remain unaware of their culture for too long. Raise your organizational performance. By helping you to make your company’s culture palpable, the systemic culture compass allows you to effectively analyze your company’s culture and guide you towards successfully implementing cultural change. This is the first step towards successful change.

The model offers the following advantages

  • It is practical By addressing the key dimensions of organizational culture the model will help you make a difference
  • It is efficient The process of analyzing and changing an organization’s culture can be completed within a reasonable timeframe
  • It is involving While relying mainly on those in charge of changing company culture, the process can be extended to include all members of the organization
  • It is both qualitative and quantitative The process involves both a quantitative survey and qualitative indicators derived from anecdotal evidence existing within the company

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*
Cameron, K. S. (1997). Techniques for Making Organizations Effective. Some Popular Approaches. In Druckmann, D., Singer, J. E. & Van Cott, H. (Hrsg.). Enhancing Organizational Performance. Washington D.C.: National     Academies Press.

**
Caldwell, B. (1994). Missteps, Miscues.  InformationWeek, 20. Juni.
CSC Index (1994). State of Reengineering Report (North America and Europe). Cambridge Mass.: CSC Index.
Gross, T., Pascale, R. & Athos, A. (1993). The Reinvention Roller Coaster. Risking the Present for a Powerful Future. Harvard Business Review, Nov.-Dez., S. 97-107.
Kotter, J. P. & Heskett, J. L. (1992). Corporate Culture and Performance. New York: Free Press.