1. Business Basics
PLANNING &
PRIORITIZING
COMMUNICATION
ANALYTICAL
THINKING
PEOPLE
EXCELLENCE
INDICATOR
ANALYTICS

2. Business Matrix
Markets
Vendors
Customers
Regulator

3. Markets
Vendors
Customers
Regulator
Stakeholders
CRISPE

4. WHAT IS HAPPENING
IN THE EDUCATION
INDUSTRY?
The online education
Industry in India by
2021 as per KPMG
research;
$ 1.96 billion
9.6 million users
Reskilling & Online
certification at $ 93
mn
Online Test
preparation is the
fastest growing
segment at 64% CAGR

6. Stakeholder journey

7. the consumer
satisfaction
importance
revenues
brandvalue
price
costs

8. Acquire Offer Transact Mature
Journey
Customer
People
Tools
Process
Measures

9. Mature
ProcessesPeople
Tools Measures
Stability
Alignment
Purpose
Communication
MARKETING SALES &
FINANCE
INNOVATION
& GROWTH
PRODUCTION
OPERATIONS
& DELIVERY
C

10. Offer
Mature
ProcessesPeople
Tools Measures
Stability
Alignment
Purpose
Communication
MARKETING SALES &
FINANCE
INNOVATION
& GROWTH
PRODUCTION
OPERATIONS
& DELIVERY
C

11. Types of Business
Impact
Innovators
Scalers
Remixers
Optimisers
No employees
Main Street
Supply Chainers
Fast Growers

12. Business Landscape
Entrepreneurial Journey
Innovators
Scalers
Optimisers
Remixers
Barriers Escape
Evolve

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
HOW
WHAT
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
CULTURE

16. Driving Values as a Culture
PURPOSE PRACTICEPARTICIPATE
VISION MISSION VALUES
Culture is to a group what personality is to an individual.

17. Circa
2007
• Decreasing Operating
Margins
• Declining Customer Ratings
• Around 14000 stores
In Jan
2008
• Founder Howard Schultz
returns as the CEO
• Emphasized returning to the
original values
• Devoted time to intensive
staff retraining
• Improved HR practices
• Focused on inspiring
employees/partners
2014
• More than 23000 stores
• Revenue of more than US $
15 Bn
• 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
of humanity.

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
regained profitability.

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
Product
Differentiation
at its Core
Customer engagement at its Core
Innovation Experience

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
About Culture
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
system-values.

23. Transfer of
functions
Transformation agenda
Business reform
Well-being
Change/Mergers
Integration of
services
Change agenda
the tip of the iceberg
Acceptance of
change
Transformation of Job roles
Engagement
Involvement
Internalising
change
Pride
Partnership
Cultural values
Local initiatives
Trust
Respect
Commitment
Empowerment
Discretionary effort
Job satisfaction Innovation
Local knowledge
Tacit knowledge
Ideas
The Culture iceberg

24. Drivers of Culture
Actions and Behavior of
Executives
Allocation of Attention
& Resources
What Gets Rewarded
& What Gets Punished
Culture
What Leaders Pay
Attention To

25. CVF: Competing Values Framework for Culture
CLAN
Internal efficiency
Co-operation
Stability
By the rule book
ADHOCRACY
HIERARCHY MARKET
Flexibility
Stability
Internally
focused
Externally
focused
Internal efficiency
Teamwork
Innovative approach
Partnerships
External efficiency
Flexibility
Dynamic approach
Not resistant
External efficiency
Stability
Reactive approach
Resistant
Cameron and Quinn Model (1999), the Competing Values Framework (CVF).

26. CVF: Competing Values Framework for Culture
CLAN ADHOCRACY
HIERARCHY MARKET
Flexibility
Stability
Internally
focused
Externally
focused
Cameron and Quinn Model (1999), the Competing Values Framework (CVF).
Values
Commitment
Communication
Values
Innovation
Agility
Values
Consistency
Timeliness
Values
Achievement
Profitability

27. Culture as a strategy
CULTURE POLICY IMPLEMENT PERFORMANCE
PERFORMANCE
ISSUES
TIGHTER
CONTROL ON
POLICY
IMPLEMENTATION
CHECK FOR CULTURAL
ENTROPY TO INTRODUCE
NEW POLICIES
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
Initial Resistance
Initial Acceptance
Acceptance
And
Integration
Phase
Decline Phase
Time Line
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.
Change Initiated

29. Typical clogs for a performance-driven culture
Ineffective Process
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
beneficial.”
• “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
conversations.”
• “Managers don’t have the time to focus on performance management.”
• “Merit increases are awarded evenly across teams to avoid employee dissatisfaction.”

30. Philosophy
Mission
Structures
▼Total influence
▼Distribution of influence
▼Employee involvement
Systems
▼Use of rewards
▼Use of punishment
▼Participative
Technology
▼Autonomy
▼Variety
▼Significance
▼Feedback
▼Interdependence
Skills/Qualities
▼Interaction facilitation
▼Goal emphasis
▼Consideration
Goals
Strategy
Assumptions
Espoused
Values
Individual Level
Positive:
✓Role clarity
✓Motivation
✓Satisfaction
✓Intention to stay
Negative:
✓Role conflict
▼Job insecurity
✓Stress
Department Level
✓Intra-unit teamwork and cooperation
✓Inter-unit coordination
▼Department-level quality
Organizational Level
✓Organizational-level quality
✓External adaptability
Culture as a strategy
Measure Policy Communicate Performance
E
N
G
A
G
E
C
O
M
M
I
T
C
U
L
T
U
R
E

31. Culture and engagement
C U L T U R E
ENGAGEMENT
V A L U E S
PRODUCTIVITY
PERFORMANCE