Mission; Organisational Culture; Culture in Joint Ventures, Mergers & Acquisitions
Why is culture assessment important?
If you are an organization driven by the aspiration of high performance, culture should matter a lot to you. Often, organizations have finely crafted strategies, and then they stare at inadequate results, such as, results below expectations, failed products, dwindling profitability or market share, and missed opportunities. Or sometimes good performance is just not sustainable. In all these cases, they have a choice: assume that the culture is working to their advantage and apply fixes in various functional areas, or know exactly where they stand on such a crucial organizational issue, and initiate actions to reap full benefits of a chosen strategy. In short, achieve great alignment between strategy and culture in the backdrop of external and internal challenges.
The goal of a culture assessment exercise is to know what your culture really
is rather than what you think it is or what is espoused. It leads to intelligent debate across breadth and depth of the organization as “facts” are now available to serve as a common frame of reference. Thus as a leader, you act based on precise understanding of your culture, and desirable business outcomes follow.
What does it entail?
To understand an organization’s culture in a comprehensive manner, we recommend a combination of qualitative and quantitative approaches. Qualitative approach includes examining mission, espoused values, systems, artifacts, and very importantly the business challenges as well as the leaders’ view of key issues facing the organization. Quantitative approach normally involves a survey based tool. Right Culture recommends OCAI (Organizational Culture Assessment Instrument), world's most used and a highly validated tool. OCAI is offered in its online version through OCAI Online, Netherlands, and Right Culture is proud to bring this to the Indian clients. Please contact us for special pricing and related services.
When results from qualitative and the quantitative phases are combined, it gives an opportunity to explore key themes in greater details, often supplemented through site visits and interaction with a cross-section of employees. The final result is a robust understanding of existing culture and pointers towards what it should be, to make progress.
Links to OCAI
Introduction to OCAI
Link to OCAI Online
Key leadership questions for startups
Do we have a clearly defined mission?What are our values and what kind of culture do we want for our organization?
As we grow, how can we keep our organization flexible and innovative just as it was in its early days?
Key leadership questions for growing organisations, doing well
Do we have a good understanding of what our culture is? Is it helping us in the execution of our chosen strategy?
Have we become a rather unadaptive, slow-moving organization? Is becoming more innovative just a lip service as we really don't know what is hindering us?
How much of alignment should we seek between sub-cultures that seem to grow anyway?
Key leadership questions for struggling, stagnating organizations
Are we prisoners of our own past success? Have we become arrogant and inward looking?
Have we lost sense of our mission and values? Is there is a feeling that present culture is just inadequate to meet the future business challenges?
Is there a general climate of pessimism that nothing works? Culture was never on our agenda!
Key leadership question for organizations contemplating joint ventures, mergers, or acquisitions
Have we looked at the culture-fit besides strategic fit to gain full benefits of synergy?
Do we have a road map for cultural integration, going forward?