Cultural Transformations. Mattone John

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СКАЧАТЬ of the organization and different levels share the same vision for the organization? To what extent is cooperation and consensus possible when different parts of the organization and different levels work together? To what extent are leaders visionary and possessed of a long-term view? To what extent has the vision, mission, and strategy been translated into a structure with key roles identified so that all employees know their roles and the link between their contributions and the contributions of the whole? To what extent are people so connected and aligned with the vision that they feel they must execute at a high level?

Individual Performance Culture

      To what extent is there a culture of individual excellence and execution? To what extent are leaders and employees truly role models? To what extent does everyone “walk the talk”? Does everyone operate with strong character and values? Are they effective leaders in how they go about their work? Are employees effective in how they go about their work? Are leaders and individual contributors open to receiving feedback from others – including customers? Are leaders and individual contributors actually listening to feedback and making needed adjustments?

Team Performance Culture

      To what extent is there a team and collaborative approach to getting things done in your organization? To what extent is there real involvement by everyone in helping shape the organization's vision, mission, purpose, strategy, structure, roles, and key responsibilities associated with those roles? To what extent do you have a cooperative, nonsiloed approach to getting work done? To what extent is there a passion and inclination to work hard to achieve win/win solutions when conflicts and disagreements occur?

Why Is Culture Important?

      Your organization's current and future operating success is tied to the health and vibrancy and overall maturity of your culture. Regardless of your unique transformation challenge (for example, the need to be more innovative, collaborative, global, more responsive, more efficient, execute better, become more customer-focused, or even integrate or merge with another organization), your culture and how strong and vibrant it is will determine whether you succeed or fail.

Why Transform Culture?

      As we discussed in the Introduction, organizations have no choice but to transform. The business world is shifting fast; progressive CEOs and senior leaders see it, know it, and feel it. Attempting to cope, they apply their best thinking to the structures, systems, and processes they need to compete. Conventional wisdom says that the right business structures will provide the right efficiencies and agility (learning, change, and people) that organizations need to succeed and achieve meaningful longevity. Behind closed doors, however, senior leaders and CEOs are speaking a different truth. Conventional wisdom? Throw it out the door.

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