4. WHAT IS HAPPENING
IN THE EDUCATION
The online education
Industry in India by
2021 as per KPMG
$ 1.96 billion
9.6 million users
Reskilling & Online
certification at $ 93
preparation is the
segment at 64% CAGR
13. The Top Ten Ways to Fail at Business
1. Don’t reengineer but say that you are.
2. Don’t focus on processes.
3. Spend a lot of time analyzing the current situation.
4. Proceed without strong executive leadership.
5. Be timid in redesign.
6. Go directly from conceptual design to implementation.
7. Reengineer slowly.
8. Place some aspects of the business off-limits.
9. Adopt a conventional implementation style.
10. Ignore the concerns of your people.
14. the MANTRA to Business Success
1. Technology is a constant.
2. Focus on the levers, not on the tools.
3. Use tools which provide multiplier effects.
4. What matters to the customer should matter to you first.
5. Be aligned, not modern.
6. Quality is more important than looks.
7. Design is not how it looks; design is how it works.
8. All products are services with a tangible tag.
9. Measure and adopt end-to-end solutions.
10. Rephrase the question if you don’t understand the answer.
15. VMV objectives
Why: The Purpose
Why denotes the vision behind the objective
How: The Process
How stands for the mission behind the vision
What: The Values
Explains How the Why is achieved
16. Driving Values as a Culture
VISION MISSION VALUES
Culture is to a group what personality is to an individual.
• Decreasing Operating
• Declining Customer Ratings
• Around 14000 stores
• Founder Howard Schultz
returns as the CEO
• Emphasized returning to the
• Devoted time to intensive
• Improved HR practices
• Focused on inspiring
• More than 23000 stores
• Revenue of more than US $
• Increase of 24% in Net
Income to US $ 2 Bn
18. Our mission:
“To inspire and nurture the human spirit –
one person, one cup and one neighborhood
at a time.”
Creating a culture of warmth and belonging,
where everyone is welcome.
Acting with courage, challenging the status
quo and finding new ways to grow our
company and each other.
Being present, connecting with transparency,
dignity and respect.
Delivering our very best in all we do, holding
ourselves accountable for results.
We are performance driven, through the lens
19. Culture: The Apple Way
When Steve Jobs returned to Apple, he immediately set out to transform
the business. In addition to trimming product lines, investing in product
design, terminating licensing agreements and entering into agreements
with Microsoft, he also created a powerful narrative for the workforce
around the journey they were taking and the importance of the mission.
He re-energized the innovative culture where the company had its roots
and engaged all employees in an emotional commitment to drive and
deliver the new strategy of innovation and trend setting. As part of that,
he launched Apple's first major ad campaign in a decade—"Think
Different"—a slogan that captured what Jobs wanted both customers
and employees to do with the Apple brand. In 1998, the company
20. Profits Markets Simplicity Experience Products Systems Support Delivery Social Engage
Business Value Chain as a Culture
Localised market-oriented Values Product as a Value Customer engagement-oriented Values
Market dominance at its Core
at its Core
Customer engagement at its Core
21. “We do a lot of things right but all those things can be copied by a competitor tomorrow. The only thing
they can’t copy is our culture. Culture provides us a competitive advantage.”
Colleen Barrett, President – Southwest Airlines
“We have had firms study our processes and benchmark us for years, but they are hard-pressed to
duplicate our success. When it comes to a sustainable competitive advantage, our GE culture is one of
the most difficult things for others to copy.”
Jeff Immelt, CEO – General Electric
“We have no patent on anything we do, and anything we do can be copied by anyone else. But you can't
copy the heart and the soul and culture of our company and that distinguishes us from everyone else.”
Howard Schultz, Founder – Starbucks
“We have a culture dedicated to creating a place where talented people want to work. This gives us a
tremendous advantage when it comes to attracting, developing, exciting and retaining exceptional
people.” Ian Davis, Managing Director – McKinsey & Company
Hyundai in India
22. 1. Culture is a result of what an organization has learned from dealing with
problems and organizing itself internally.
➢ Culture is the sum total an organization has learned in dealing with external
problems, which would be goals, strategy and how we do things and how it
organizes itself internally.
2. Culture matters to the extent an organization is adaptive.
➢ If it’s adaptive, it doesn’t matter much, people don’t notice. If it’s not adaptive,
it matters a lot.
3. Do not over-simplify culture. Its far more than “how we do things around here.”
➢ Culture operates at many levels. “How we do things around here” is at the
surface level. The explanation of why we do things forces you to look at the root
23. Transfer of
the tip of the iceberg
Transformation of Job roles
Job satisfaction Innovation
The Culture iceberg
24. Drivers of Culture
Actions and Behavior of
Allocation of Attention
What Gets Rewarded
& What Gets Punished
What Leaders Pay
25. CVF: Competing Values Framework for Culture
By the rule book
Cameron and Quinn Model (1999), the Competing Values Framework (CVF).
26. CVF: Competing Values Framework for Culture
Cameron and Quinn Model (1999), the Competing Values Framework (CVF).
27. Culture as a strategy
CULTURE POLICY IMPLEMENT PERFORMANCE
CHECK FOR CULTURAL
ENTROPY TO INTRODUCE
MEASURE & ADOPT
CULTURAL VALUES ALIGNED
TO ORG OBJECTIVES
LEADERSHIP PLAYS THE BIGGEST ROLE IN DEFINING AND EXHIBITING CULTURE AS A STRATEGY.
WHAT LEADERSHIP PRACTICES GETS IMPLEMENTED. CONTROL DECIDES WHAT IS CONTROLLED.
28. The Culture curve
Measure of Culture
& it’s communication
All organizational culture initiatives have a defined life span
Re-inventing to avoid Cultural Entropy
A cross-functional team that measures new
values and /or approaches to dynamic markets
and values which may be both known and
unknown to the organization.
29. Typical clogs for a performance-driven culture
No line level sponsorship
Managers are unskilled
Lack of effective tools
• “Managers don’t want to be bothered with performance management.”
• “Performance management is seen as an HR practice.”
• “This is not a true ‘pay-for-performance’ culture.”
• “Managers lack the skills to manage performance effectively.”
• “There are no career growth opportunities here, therefore development planning isn’t that
• “Line Managers would rather hold on to their people than help them advance their careers.”
• “Managers don’t want to deliver tough messages around performance.”
• “Managers and employees are only evaluated on goals and not people skills, therefore, how you
achieve your goals is not important. People can display bad behaviors and are not accountable.”
• “People here have been in their jobs for a long time, there really aren’t any ‘goals’ to set.”
• “There is limited training for managers around how to conduct good performance management
• “Managers don’t have the time to focus on performance management.”
• “Merit increases are awarded evenly across teams to avoid employee dissatisfaction.”
▼Distribution of influence
▼Use of rewards
▼Use of punishment
✓Intention to stay
✓Intra-unit teamwork and cooperation
Culture as a strategy
Measure Policy Communicate Performance