Culture Shock
•Descargar como PPTX, PDF•
1 recomendación•621 vistas
If it’s time for your company to go beyond design thinking and start design doing, you’ll need to tackle one of your biggest business challenges--culture change. The only truly sustainable competitive advantage in a blazing fast market is your people. How do you mobilize an entire organization to make powerful innovation-inspiring business decisions quarter after quarter? Make it your culture. Culture change isn’t easy, but the good news is the enormous return on this investment is no less than shocking. In this session you’ll learn: - Why culture is the best tool for creating value - The definition of an effective culture - The three things you must have for culture to change - The goals of your culture: create a community that creates value - Why culture change is so damned hard - What makes for great culture: three brief case studies - What to put in your culture change toolkit
Recomendados
Recomendados
Más contenido relacionado
Último
Último (20)
Destacado
Destacado (20)
Culture Shock
- 27. brand
Notas del editor
- > why does work get in the way of what we enjoy doing? does it have to? are the mutually exclusive?
- > I think we spend too much time at work to not enjoy working.Too many people aren't fulfilled by what they do. >What would happen if the people in your organization were really truly passionate about what they did?
- > Can you imagine the benefit to your organization or even more important to their lives?
- > Culture is the way to make this happen.
- Look up the def of culture
- If business is just a decision making machine, then culture is the guide by which employees make the choices that determine if you're hurtling toward success or perpetually playing catch up.
- >Goal of building an effective culture? You're creating a community that creates value.
- THE RELATIONSHIP OF BRAND AND CULTURE
- an effective culture and the decisions that emerge from it comprise the internal brand
- [CULTURE -informs-> DECISIONS] and those decisions influence your reputation in the market [-informs-> REPUTATION] which makes a promise [-implies->PROMISE] whichthenshouldbedelivered on by the culture [-is delivered by-> ]
- [CULTURE -informs-> DECISIONS] and those decisions influence your reputation in the market [-informs-> REPUTATION] which makes a promise [-implies->PROMISE] whichthenshouldbedelivered on by the culture [-is delivered by-> ]
- [CULTURE -informs-> DECISIONS] and those decisions influence your reputation in the market [-informs-> REPUTATION] which makes a promise [-implies->PROMISE] whichthenshouldbedelivered on by the culture [-is delivered by-> ]
- [CULTURE -informs-> DECISIONS] and those decisions influence your reputation in the market [-informs-> REPUTATION] which makes a promise [-implies->PROMISE] whichthenshouldbedelivered on by the culture [-is delivered by-> ]
- For a company: create value
- if it's compelling and aligns with that persons values then they are: attracted, motivated, and fulfilled
- if it's compelling and aligns with that persons values then they are: attracted, motivated, and fulfilled
- if it's compelling and aligns with that persons values then they are: attracted, motivated, and fulfilled
- if it's compelling and aligns with that persons values then they are: attracted, motivated, and fulfilled
- Values help you understand how you should be. It's the map behind behavior, decisions.
- TurboTaxQuicken
- Own the outcomePursue growth and learning
- -because its about people and their habits
- -solt'n: you have to set up an ecosystem that attracts and find the right people and then consistantly demonstrates and reinforces the behaviors you want
- -solt'n: you have to set up an ecosystem that attracts and find the right people and then consistently demonstrates and reinforces the behaviors you want
- What does that look like?1 Recruit to find the best people for your people 2Train to get everyone on board
- recruit (employee questionaire / tied to co core values) train (align then reinforce) evaluate
- Zappos is a great example, but A CEO that built the org from the ground up on values might be an exception to the rule.
- For example, let's take the completely likely scenario that the CEO has decided that innovation is a core value. (it's not, but it is something she wants) how do you create a culture that innovates?
- around for 30-yrs then decided to innovate. wasn't part of the culture.traditional lever was to make it easier. but now everyone was easy so no differentiation
- leveraging NPS as indicator of customers (and were decliining) in spite of ease improvementsso what did they need to do to thinkreally differentlyKarin, Scott, Alex trying to figure out how to do this better.who is innovating, what's coming out of it? looking around: talk to d.school and p&g (scott cook on their board)
- oh look, design thinking. do we have ppl who can do that?
- The 3 things you have to have for culture to change
- 1. commit to culture change executive engagement and understanding uncover and articulate purpose in a clear and compelling way
- 2. define your values define values of organization through identification and incentivization
- 3. develop an ecosystem of programs that demonstrate, inspire and reward value-based behavior connect your values to everything your organization does
- And that’s why your people are your greatest business advantage.