Creating Cultureby Michael Eg Fausbøll

Hvorfor

”If you don’t change culture – culture will drive you”

Jenny Chatman, UC Berkeley

”Culture is all about execution”Herb Kelleher, CEO Southwest Airlines

Vision Strategi Kulturhvorfor hvad hvordan

Welcome To Nordstrom. We’re glad to have you with our company.

Our number one goal is to provide:”Outstanding customers service”

Set both your personal and professional goals high. We have great confidence in your ability to achieve them.

Nordstrom Rules*:Rule #1: Use your good judgement in all situations.*)There will be no additional rules

Please feel free to ask your department manager, store manager, or division generel manager any question at any time.

Southwest airlines business model*

- Cost, cost, cost

- Service, service, service

- People, people, people

*) Is understandable by any 3-year old

”Delivering happiness” Tony Hsei, CEO

At anvende kultur, som et ledelsesredskab kræver:

• At det er strategisk relevant• At kulturen er stærk• Innovation og forandringer

Stiller krav til medarbejdernes profil

Strong Culture Warring Factions

Vacuous Beliefs Weak Culture

What makes Organizational Culture Strong?

HIGH LOW

HIGH

LOW

Agreement: Talk-the-Talk

Inte

nsi

ty: W

alk-

the-

Talk

Normer

Innovation

Ansvarlighed

Respekt for andre mennesker

Kvalitet

Teamwork

Effektivitet

Definition”Kultur er et mønster af overbevisninger og forventninger, der er delt af en organisation. Overbevisningerne og forventningerne udvikler normer, som former medarbejderes og gruppers adfærd”

Fra Den Blå Tråd

”Vi skal tjene en masse penge, mens vi har det sjovt”

Henrik Lindberg, Founder and CEO”Vi går aldrig på kompromis i det her firma, - aldrig, aldrig, aldrig!!!”

”Even strategically apporiate cultures will not promote excellent performance over long periods unless they contain norms and values that promote innovation and change”

Strategically Aligned, Strong Innovation Based

Not strategically aligned, Weak, or Not focused on Innovation

Revenues 682% 166%

Workforce expansion 282% 36%

Stock price increase 901% 74%

Net income increase 756% 1%

The influence og Innovation on Firms’ long Term Sustainability and Economics Growth

*) Entries represent average persentage increase over an 11 year periode

Innovation = f (Creativity, Implementation)

ConservativeRealism

ConservativeIdealism

CreativeRealism

ConservativeIdealism

Creative

Idealistic

Realistic

Conservative

Fostering Creativity• People’s skills overlap with their strongest interest, their deepest passions• People have expertise about the problem or task• People have developed personal characteristics such as independence, self-

discipline, tolerance for ambiguity, perservance in the face of frustration, and cognitive flexbility

But the most important predictor of creative realism is the development of norms that support the expression of creative ideas in organisations

Cultivating a Culture That Supports Creativity• People are rewarded and recognized for new ideas• Management holds positive attitudes about change• People are expected to challenge the status quo• Task related conflict is encouraged rather than avoided• People are given frequent constructive feedback about thier work• Processes are in place for airing new ideas and dispensing with those that

won’t work

Cultural Norms Supporting Creativity and Continous Improvement• Mistakes are seen as a normal part of the job• People are given the freedom to make changes• Being ”safe rather than sorry” is not accepted

But, people feel psychologically safe, that is, safe to take well-intentioned interpersonal risks such as reporting errors, mistakes, and opportunities for the organisation to learn.

Ideal Culture Norm Current Culture Norm

Diagnosing Gap

Tools for Managing and Changing Organizational Culture

Recruitment and Selection

Socialization

Rewards

Tools for Managing and Changing Organizational Culture

Rew

ards

Socializatio

n

Recru

itmen

t and

Selection

Recruitment and Selection

• Medarbejder-kultur-profil• Great People (only)• Anvende rekrutteringsværktøjer (DiSC, Garuda, OPQ m.m.)• Employer Branding• ”What it’s like to work here” (+/-)• Trade-off immedate skills for cultural fit

Fra stillingsannonce:

Salgskonsulenter søgesEt salgsjob der også har en hjælpende effekt

Det er aldrig kedeligt at komme på arbejde i Falck. Som salgskonsulent i Kundecenter Erhverv bevæger du dig i et miljø, der er gennemsyret af mennesker med masser af energi, og som har konkurrencebenzin i årerne - og det i en virksomhed med en lang og spændende historie…

Øgede antallet af ansøgninger fra 40 til 250

Disney 1’st Recruitment touchpoint• We don’t want people who…• We don’t want people who…• We don’t want people who…

GE Values Leaders who:

• Have a passion for excellence, hating bureaucracy, and alle the nonsense that comes with it”

• Have enormous energy and the ability to energize, and invigorate others

Tools for Managing and Changing Organizational Culture

Rew

ards

Socializatio

n

Recru

itmen

t and

Selection

Socialization

• ”People should know how success looks like here”• Storytelling• Goals (SMART-EØF)• One-liner

• Culture Marketing• Newletter• Posters (WC)• Hall-meetings• Merchandise

• Company Events!• Celebration• Top-down and horizontal (ambassadører)• Udvikle ledere som Talk-the-Talk, Walk-the-Talk

• Leadership as Signaling• Faste agendaer (opfølgning på mål, fejre succeser m.m.)

Hall-meetings

- Celebration

- Follow-up on strategy and goals

- Cultural storytelling

Leadership as Signaling

• Where do you spend time?• What gets on your calendar?• What questions do you frequently ask?• What questions are never asked?• What gets followed-up?• What is forgotten?• What is referred to in the public statements?• What are the themes in speeches?• What gets on the agenda?• What’s on the top?• What’s last?• What gets celebrated?

Tools for Managing and Changing Organizational Culture

Rew

ards

Socializatio

n

Recru

itmen

t and

Selection

Rewards

• Handlingsplaner (og Performance Profiles, Work Profile)• Nem-at-spotte-kulturbærer-”badge”• Hall-meetings• Wall of fame• Coaching

Nem-at-spotte-kulturbærer-badge

- Kulturbærer bør være nemme at spotte

- Den skjulte ”badge”

Resumé

What makes Organizational Culture Strong?• Talk-the-talk(high), walk-the-talk(high)

Using culture as a business tool requires that it:• Is strategically relevant• Is strong• Emphasizes innovation and change

Three levers exist for forming, strenghtening, and changing culture:• Recruitment and selection• Socialization• Rewards

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Jenny Chatman’s 3 C’s of Culture

Culture works when it is Consistent, Coherent, Comprehensive