What is corporate culture? If your people don't believe in what they're doing, they're certainly not going to be able to sell anyone on the outside: not your customers, consumers, or other advocates. Also, if new hires don't understand your mission and values, then they bring in the values of the company they just left (that's often your competition) and pollute your culture. Over time, even longstanding loyal employees shrug, "I just don;t know what's going on around here any more!" One entrepreneur followed this method and took his $3MM company to $12MM. Then he sold but kept his stock. Nine months later, the company sold for $165,000,000. Culture inside your organization matters.
3. ALL OVER THE WORLD, PEOPLE WORK 24/7/365,
SACRIFICING THEIR SOCIAL LIFE, FAMILIES, EVEN THEIR
HEALTH IN ORDER TO CREATE THE NEXT GREAT DESIGN, THE
NEXT GREAT PIECE OF SOFTWARE, THE NEXT GREAT FILM,
ETC. THEY DON’T DO THIS BECAUSE THEY HAVE A JOB, BUT
BECAUSE THEY HAVE A PASSION. THEY ARE COMMITTED TO
DOING MEANINGFUL WORK. COMPANIES ABLE TO CREATE A
HIGHER ORDER MISSION AND REASON FOR BEING ARE ABLE
TO ATTRACT TALENTED MEN AND WOMEN WHO BELIEVE IN
WHAT THEY ARE DOING AND ARE INCREDIBLY COMMITTED TO
THE ORGANIZATION.
THINKTOPIA 2001-2013
4. MANY COMPANIES, FIRMS, AND CORPORATIONS
FOCUS ON THEIR EXTERNAL CONSUMER. AS THEY
SHOULD. BUT ENTERPRISE NEEDS TO UNDERSTAND
THEY ALSO HAVE AN INTERNAL CUSTOMER: THEIR OWN
CO-WORKERS, ASSOCIATES, AND EMPLOYEES.
BECAUSE IF THESE INDIVIDUALS DON’T BELIEVE IN
WHAT THEY ARE DOING, THEY CERTAINLY WON’T BE
ABLE TO SELL ANYONE ON THE OUTSIDE.
THINKTOPIA 2001-2013
5. THE FOLLOWING SLIDES SHOW HOW TO DESIGN A
WORK COMMUNITY THAT IS ABLE TO TRANSFORM CULT
TO CULTURE, BY CREATING A BELIEF SYSTEM AND
CORPORATE MISSION WITH VALUES THAT ATTRACT
OTHERS WHO SHARE THOSE BELIEFS.
THINKTOPIA 2001-2013
6. HOW DO YOU CREATE A COMMUNITY THAT PEOPLE
BELIEVE IN, ARE ATTRACTED TO, AND WANT TO BECOME
A PART OF?
THINKTOPIA 2001-2013
7. WHY DO PEOPLE DREAM OF WORKING FOR SOME COMPANIES, BUT
NOT FOR OTHERS? Companies like GE, Google, Coca-Cola, Nike
and dozens of other spirited firms are not simply functional
operations. They are surrounded by cultures that provide vision,
trust, empathy and relevance that resonate far outside their
corporate campus. They attract people who share their beliefs by
creating a belief system (and way of thinking) that motivates their
own employees and inspires others.
THINKTOPIA 2001-2013
8. IT’S NOT ENOUGH THAT CUSTOMERS
ENJOY THE PRODUCTS OR SERVICES
OUR COMPANY DELIVERS. IT’S ALSO
IMPORTANT THAY WE ENJOY MAKING
THE PRODUCTS OUR CUSTOMERS WANT.
What it boils down to is meaning....
THINKTOPIA 2001-2013
9. “When you ask people what’s important
to them, and really ask it, you find out
that most folks are looking for meaningful
work--and meaning in their life, because
they spend so damn much of their time
at work.” Gary Hirshberg, CEO of Stoneyfield Farms.
THINKTOPIA 2001-2013
10. COMPANIES THAT PEOPLE BELIEVE IN,
HAVE AN INHERENT BELIEF SYSTEM THAT
HALOS EVERYTHING AROUND IT. These
companies have created resonant,
sought-after cultures where people love to
work. Belief systems have the construct of
the seven elements of the primal code.
Those companies that have these seven
assets become vibrant, resonant cultures.
Those that do not, are not.
THINKTOPIA 2001-2013
12. WE ALL WANT TO
BE A PART OF
SOMETHING BIGGER
THAN OURSELVES.
THINKTOPIA 2001-2013
13. COMMUNITIES ARE
DRIVEN BY VIBRANT
BELIEF SYSTEMS. Primal Branding is listed
as one of the Top 10 books
in marketing/branding.
THINKTOPIA 2001-2013
14. BELIEF SYSTEMS HAVE SEVEN ELEMENTS
THAT MAKE THEM “BELIEVABLE”:
THINKTOPIA 2001-2013
15. In the beginning, there was someone with an idea that ripped
apart the way things used to be. It was better, cheaper, faster,
stronger, cleaner, more powerful. They made it in their garage, in
the basement, they started in a hotel room. Even the largest
companies in the world today, from Microsoft and IBM to Google,
started as small businesses facing enormous odds. The creation
story of these companies become the ur-legend as the company
grows and is filled with hundreds, even thousands, of new
employees who arrive each morning wondering why they are
there.
THINKTOPIA 2001-2013
16. The question, “What are we doing here?” is one people ask themselves
each morning, at every meeting, at the end of every workday. Whether
the mission is to provide a synchronous global supply chain like UPS,
legendary customer service like Lexus, or an information resource like
Google, the creed sums up the organizational vision, values, and
reason for being. Employees who do not understand their purpose will
never be motivated, efficient, or highly productive.
THINKTOPIA 2001-2013
17. Company logos and figures are iconic. These colors, sounds, and shapes
are quick concentrations of meaning that instantly identify who the
company is and what it means. They are embraced by your advocates or
despised by those who are not a part of your brand community.
THINKTOPIA 2001-2013
18. Products are also icons. What you make is a critical design element in the
corporate gestalt. When products from legendary designers like Philippe
Starck, Michael Graves and Karim Rashid can be purchased at Target for
$15, terrific design becomes ubiquitous.
THINKTOPIA 2001-2013
19. Architecture has become a powerful icon. Whether your company headquarters has been
designed by Rem Koolhaas or Renzo Piano today has tremendous meaning. Look at central
London. New skyscrapers there defy the traditional 18th Century London urbanscape. Why?
“People working in today’s downtown [London] tend to be highly paid specialists,” says
Architectural Record. “An amenable office has become part of what attracts talent.” The
location, size and status of the headquarters building, what the main lobby and reception look
like are also to be considered. If you’re a retail organization, what your stores or restaurants
look and feel like is also critically important.
THINKTOPIA 2001-2013
20. The company leader—think Richard Branson, Stephen Spielberg, Bill Gates
—is also an important icon.
THINKTOPIA 2001-2013
21. If icons are the physical manifestations of the organization,
company rituals are the organization in motion. Annual meetings,
staff meetings, project reports, team checkpoints, factory recalls,
trade shows, sales meetings, even interfacing with the receptionist
become repeated interactions that are crucial cultural touchpoints
and sum up who you are as an organization.
THINKTOPIA 2001-2013
22. A sales call is a ritual. Are you promoting company
stereotypes and reinforcing barriers to entry, or are you
exciting and stimulating prospects?
IBM EXECUTIVE
1980
THINKTOPIA 2001-2013
23. Another word for ritual is process. “That’s how we do it here” and
“that’s not how we do it here” are telling phrases that can set up the
success or failure of the organization. What processes best deliver
your mission to customers? Which processes prevent you from
fulfilling your mission?
THINKTOPIA 2001-2013
24. Rituals happen.
Step into Best Buy headquarters at 10:30AM any week day and you will
find the main lobby congested with Best Buy employees. These people
are many leagues from their legitimate workstations. Why? The Caribou
coffee shop located on the first floor is the morning watering hole. Staff
endure a line often 10-deep to enjoy the rite. Cell phones vibrate.
Interviews are held. Meetings--planned and unplanned--take place.
Ritual helps build resonant buzzing communities.
THINKTOPIA 2001-2013
25. “back rippers”
- HALLIBURTON
Every organization has a lexicon that distinguishes it from
competitors. Some words are ingrained in processes, technology
and words that surround our product or services. Others become
co-worker catchphrases that bond and unite us. Every new
employee spends their first few weeks learning and understanding
your terms of art, anecdotes and processes. They must adapt your
lexicon into their vocabulary, or they never quite “fit in”.
THINKTOPIA 2001-2013
26. While we try to identify people willing to work with us, there
is great power in also knowing who we do not want to work
with us--who we do not want as part of our community. We
decide which persons are skilled, qualified and best fits for
our culture. There is power in understanding who we do not
want to become. Think Target vs. Kmart. Porsche vs. Fiat.
Singapore Airlines vs. China Eastern.
THINKTOPIA 2001-2013
27. Understanding who is the leader within your organization is
critical for the people who work there. Not all heads of
corporations are front page leaders like Bill Gates, Richard
Branson, Oprah Winfrey or Steve Jobs. Nevertheless, employees
need to know who is steering the boat. Not having clear-cut
leadership—whether it is top leadership, or a department or
team leader, can lead to confusion and loss of morale. Confused
employees are not motivated employees.
THINKTOPIA 2001-2013
28. Apple
Creation story: Former HP employees Steve Jobs and Steve Wozniak start building
personal computers in a garage
Creed: Think different. No idiots allowed.
Icons: Apple logo, iPod, iPhone, iTunes, Steve Jobs, Apple store, Genius Bar, Steve
Jobs.
Rituals: Apple “S”, iChat, downloading, searching via Safari, buying music on
iTunes, loading pictures in iPhoto, etc. No ‘focus groups’. Intense iterative product
design. Confabs with Steve.
Sacred words: “Apple”, “iPod”, “iPhone”, “iMac”, “iCal”, “iTunes”, “iPhoto”. “No
dummies.”
Nonbelievers: PCs
Leader: Steve Jobs, Tim Cook
THINKTOPIA 2001-2013
29. Google
Creation story: Founded in a dorm room by Sergey Brin and Larry Page
Creed: organize the world’s information and make it accessible and useful.
“Don’t be evil.”
Icons: Google logo, search page, changing logo, columns
of information
Rituals: replaced the library and the encyclopedia and information sources;
searching, downloading, Googling
Sacred words: “Google it”, “Feeling lucky?”
Nonbelievers: Microsoft, Yahoo!, Baidu
Leader(s): Sergey Brin and Larry Page
THINKTOPIA 2001-2013
30. UPS
Creation story: Started by a 15-year old boy as a Seattle bike messenger
company in 1907. Their first innovation was to deliver department store goods
to customers. Today at $42 billion, UPS is the world’s largest global logistics
company.
Creed: Enabling commerce around the globe. What can brown do for you?
Icons: the color brown, brown trucks, guys in brown shorts, website, UPS stores, UPS
forms
Rituals: each morning UPS employees have a status meeting; driver are trained to
put their keys on their pinkie finger, walk a certain number of steps, etc. filling out the
UPS form, shipping, daily UPS visit
Sacred words: “What can brown do for you?”, “brown”, “UPS it”
Nonbelievers: FedEx, U.S. Postal Service
Leader: CEO Scott Davis
THINKTOPIA 2001-2013
31. Becoming mission-driven.
The seven pieces of “primal code” give leaders the ability to manage
the intangibles of their organization: the ways people feel, act, think
and motivate themselves to success. Workers, staff, colleagues find
themselves creating meaning around the work they do, which
drives committment and passion to new levels. Their work is no
longer perceived as a meaningless task, but resounds as
something that is relevant, meaningful, and filled with purpose. It
is no longer just a job. It’s a mission.
THINKTOPIA 2001-2013
32. From “Who cares?” to “I care!”.
Leaders now have a “system”: a working tool that systematically
helps them create a community (call them employees, staff, co-
workers) filled with individuals committed to the ideals, mission
and opportunities of the organization. Nowhere else feels quite so
right for them. Because employees thrive, customers thrive, and
the company thrives. This is what Whole Foods CEO John Mackey
calls the “virtuous cycle”. Happiness begets happiness.
THINKTOPIA 2001-2013
33. OUTCOMES.
• IMPROVED PERFORMANCE
• WORK BETTER WITH CUSTOMERS AND VENDORS
• EXHIBIT LESS WORK-RELATED STRESS
• MORE EFFICIENT, MISSION-DRIVEN ORGANIZATION
• EMPLOYEES MORE MOTIVATED TO ENGAGE IN ORGANIZATIONAL SUCCESS
• IMPROVED TALENT RECRUITING
• INCREASED EMPLOYEE MORALE
• MORE POSITIVE INTERACTIONS WITH CO-WORKERS
• BETTER RETENTION
• MORE EFFICIENT, MISSION-DRIVEN ORGANIZATION
THINKTOPIA 2001-2013