- Whether or not leaders at your organization have intentionally created a culture, one exists. Those unintentional cultures that are organically grown often have inconsistent policies, practices, and behaviors.
- There is no dominant culture for leaders to consciously align decisions with because the culture is undefined or unintentional.
- The result of these unintentional cultures is that 31% of corporate cultures are unhealthy. Given that culture is one of the top drivers of employee engagement, employee happiness and commitment suffer.
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Our Advice
Critical Insight
- Culture is one of the top drivers of employee engagement, and employee engagement drives key business metrics.
- Beyond engagement, a healthy corporate culture brings many benefits, including attracting and retaining the right people, maintaining high levels of productivity, and increased retention.
- Only 31% of employees surveyed rated their organization’s corporate culture as healthy.
- There are four dominant culture types: Competitive, Innovative, Cooperative, and Traditional. Changing a corporate culture can be a great endeavor. Identifying your organization’s dominant culture type to better align company policies, practices, and programs is a good place to start.
Impact and Result
- Diagnose your organization’s culture to better understand the challenges of each culture and how to minimize them.
- Reinforce your organization’s dominant culture by using the right engagement drivers and implementing effective initiatives.
- Identify existing subcultures to ensure they are helping, and not harming, your organization’s dominant culture.
Workshop: Rid the Organization of an Inconsistent Culture to Improve Employee Engagement
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Identify the Dominant Corporate Culture
The Purpose
- Understand the project rationale for why consistent culture is important.
- Identify dominant culture and determine how widespread other cultures are in the organization.
Key Benefits Achieved
- Clearly identified rationale to get stakeholders on board for the project.
- Defined next steps for how to address dominant culture.
Activities
Outputs
1.1
Discuss where you believe the organization lies on the matrix and why.
- Examples of how the organization is representative of each of the four types of cultures.
1.2
Discuss results from the Organizational Culture Diagnostic and identify next steps.
- Recommendation on which culture is the dominant culture, and understanding of how the other culture types are represented in the organization.
Module 2: Plan to Address Dominant Culture and Manage Subcultures
The Purpose
- Plan how to implement or reinforce dominant culture.
- Plan how to identify and manage subcultures in the organization where necessary.
Key Benefits Achieved
- Created action plan for how to reinforce dominant culture.
- Determined management guidelines for dealing with subcultures in the organization.
Activities
Outputs
2.1
Create the plan of action to reinforce a traditional culture.
- Identified goals, metrics, initiatives, responsibilities, and timelines to reinforce or implement dominant culture.
2.2
Create the plan to manage subcultures across the organization.
- Plan of action to address challenges, initiatives, responsibilities, and timelines for departments or locations where subculture is not working.
Module 3: Communicate and Plan to Measure Success
The Purpose
- Plan how to share the culture messaging to employees.
- Identify how to follow up and measure success of implemented plan.
Key Benefits Achieved
- Developed messaging to employees.
- Set and planned measurement for progress.
Activities
Outputs
3.1
Develop the employee communication plan.
- Communication plan that covers who is delivering and receiving the messaging, what the messaging is, where it is being shared, and when it is being shared.