The Culture of Agility

Transcription

1 The Culture of Agility COLLABORATION CONTROL CULTIVATION COMPETENCE Page 1

2 Core Cultures COLLABORATION A collaboration culture is an actuality-personal culture. It pays a great deal of attention to concrete, tangible reality; actual experience; and matters of practicality and utility. Itʼs decisionmaking process is people-driven, organic and informal. Synergy is the natural definition of success in the collaboration culture. The process is involved and the content is tangible. Interaction and involvement are central elements of a collaboration culture. Little happens that is solitary or solely independent. Life is busy and spontaneous. Harmony and cooperation are essential elements in this can do culture. The process is inherently win-win. This culture puts more trust in its people than any other. Its process is driven by connections between people, and the risk of this organization being surprised is higher than any other. CONTROL A control culture is an actuality-impersonal culture. It pays attention to concrete tangible reality, actual experience, and matters of practicality and utility. Its decision making process is analytically detached, formal oriented, and prescriptive. It is a serious, nononsense, matter-of-fact world. A control culture is highly task oriented and disciplined where predictability is very important. Getting the job done on a consistent and regular basis is very important. Leaders in control cultures exercise role power - authority from oneʼs position within the organization. They are typically authoritative, directive, and paternalistic. They command respect and compliance. Their behavior connotes that they know what is best for the organization and its people, and that they are in charge and will be held accountable for success or failure. Delegation is usually tight, clear and tied to role functions. They are typically tough minded, objective, and realistic. CULTIVATION A cultivation culture is an possibility-personal culture. It pays attention chiefly to potentiality, ideals and beliefs, aspirations and inspirations, and creative options. Its decision-making method is people driven, organic, open-minded, and subjective. Leaders focus on catalyzing and cultivating growth and development among their people. They strive to help people fulfill their potential. The process used is highly subjective and organic, and frequently emotional. A cultivation culture is very much a world of purpose, evolution, and change. Its organizations are magnetic - caused by the commitment that its people can attain. It gets results because its people believe in the purposes of the organization, in themselves and their leaders, and in enriching their customers. The culture is value centered. Values and the value of people hold sway. Self-expression is highly encouraged and nourished. People are given every opportunity to be all that they can be. COMPETENCE A competence culture is a possibility-impersonal culture. It pays most attention to potentiality, imagined alternatives, creative options, and theoretical concepts. Its decision-making process is analytically detached, formula oriented, scientific, and prescriptive. Life in a competence culture is intense and high-strung. People always have standards to reach and go beyond. The work is rigorous and carries a sense of urgency. The norms are excellence, superiority, and challenge. The competence culture has competition at its center. People compete with one another. The more competent you are, the more effective you are at competing. This culture is often a win-lose world in which discord is present and less competent people fail. A competence organizationsʼ goal is to create one-of-a-kind products or services and instinctively fills the organization with one-of-a-kind people (specialists) to achieve that goal Trail Ridge Consulting, LLC Salesforce.com Technology Leadership Summit Page 2

3 Control Culture Organization Individual motivation base lies in people s need for power Socialization base in military organizations Leadership values dominance most Objectivity is key Abhor vulnerability - head it off or avoid it Quickly suppress discontent or any signs of disruption Want to dominate the market Culture for high-risk, heavily capital-intensive companies Companies Leadership Exercise role power - from position in the organization Authoritative, directive, and often paternalistic Command respect and compliance Stay within the chain of command Tough-minded, objective, realistic Delegation is tight, clear and tied to a specific function Information is guarded with care and flows down/up Emphasis on clear policies and procedures Decision making is methodical and systematic, facts count Concentrate on specifics and details, data over theories Plan and set goals - do not like surprises Elicit input from reports and detailed analysis Conservative, cautious approach to organizational change Relationships Roles & functions are defined with considerable specificity Structured hierarchically, focused functionally People within functions are close and cohesive Relationships across functions tend to be distant & formal Policy and procedure are important Tend toward territoriality - functions take on own life Climate tends to be serious, subdued, low-key, matter-of-fact Typically promote from within to maintain stability and predictability of organization and people People tend to be realistic, down-to-earth, factual and logical, steady Performance reviews are thorough, formal and objective Performance management focused on following through Page 3

4 Collaboration Culture Organization Strong focus on people and interactions - Socialization base in the family Strongly influenced by sports framework Success through building and developing effective teams Affiliation is key - the motive to establish and maintain positive affective relationships Meaning of success is to gain synergy - working together means = 5 Diversity is important - team strength through combining - United we stand, divided we fall Deep commitment to employees - emphasizes trust Partner with customers - bring into the family or team Prevalent in service organizations such as Health Care Companies Leadership Emphasis on team building Respect for individual differences - every perspective has merit and value Building and preserving trust within the organization Individual identity tied to organizational identity Tend to be company people - personal sacrifice for the organization Relationship power is key - Decisions tend to be highly participative and collegial Brainstorming and give-and-take are common - it is the most democratic culture Quality decisions made when people are committed People are committed when they play a critical role on the team Leaders are less likely to give orders, rather they will get people to work together Relationships What happens is between and among the org chart boxes Tends to breed generalists who can contribute to the whole People who add most value contributions have both individual talents and also know how the organization works People move around a great deal - especially at lower levels People willing to help others solve problems We culture, camaraderie, shared celebrations, shared wealth Climate is open and direct - subordinates feel free to challenge management thinking Individual differences are preserved People stick with the organization a long time Hire a wide variety of people with versatility Prima donnas don t tend to last long Conflict and differences occur naturally Peer reviews highly influence performance reviews Page 4

5 Competence Culture Organization Strong focus on expertise and knowledge - Socialization base in the university education system Scientific thinking and theoretical pursuits hold sway - encourage intellectual and technical capability Value of competition against a standard of excellence Success by having the best product, technology or service Pursuit of excellence, ingenuity and creativity Combines possibility with rationalism Loyalty to profession often more than organization Meritocracy - merit is the central value you have to earn Talk is cheap - you have to demonstrate your competence People crave feedback from each other and environment Prevalent in consulting and accounting firms, think-tanks, and engineering construction firms Companies Leadership Build a vision and enlist people to commit to it - often visionaries and architects of systems Focus on new products, services, markets, businesses, etc. Strategists - take the long-range view Ideas and concepts ultimately motivate people Foster individual and group competition Typically never satisfied - there is always more to do Emphasize incentives and differential rewards - the better you can be, the more you will be rewarded Information is very important - need hard analysis for sound decisions If leaders are not sure, they build and test prototypes Considerable pressure to move ahead Power comes from expertise, decisiveness is valued Management by objectives - achieve agreed upon goals Relationships Structure is less important - do whatever it takes to get there Demonstrated competence, efficiency and productivity drive structure and policy Actual structure varies from technical or scientific needs - innumerable task forces are common Generates temporary projects - people move around Relationships task oriented and impersonal - ideas and visions tie people together Human and emotional elements are subordinate to conceptual Internal relationships are often competitive Breeds technical specialists Roles and jobs are more broadly defined and shift frequently People must be open to go with the flow The rule often is up or out Reward performance - compensation differential is larger Page 5

6 Cultivation Culture Organization Strong focus on faith - Socialization base in the religious system System of beliefs to accomplish what it deems valuable Believe they are making progress towards a higher order Trusts unquestionably in success, its people, and organization Individual judgement more reliable than rules and policies Purposive - it has a purpose and determination to succeed Farming culture, organic and highly adaptive - plant seeds and trusts nature to take its course Pursuit of possibility - people possibility, uplifting Humanism is highly valued - how people feel is important Highly creative - encourage free flow of ideas Prevalent in artistic organizations, advertising, media Companies Leadership Catalysts who stimulate bringing about the desired goal - expanders and enlargers of their people Envision possibilities - get people on a common vision Faith and optimism in integrity and talents of people People empowered to think independently and creatively Advocate discovery, experimentation and fresh ideas Enthusiastic, positive and insightful - stimulate people Organization is lively, spontaneous and magnetic Leaders frequently speak for their people Charismatic power - capture the imagination and inspire Decision making is dynamic and down/up - the organization is in motion a great deal Participation is high - people build on other s ideas Relationships Structure is circular or wheel-like - free to interact with all - no fixed authority - sponsors, not bosses Most activities and functions are decentralized - relationships are flexible and built on trust Roles are under-emphasized, people-to-people centric People have considerable autonomy and freedom Information is free-flowing, little is kept secret Climate is relaxed, spirited and energetic There are few policies, rules, or procedures Jobs are matched to people, not people to jobs - job rotation is frequent Talent and capability are cultivated after people join Promotion and Demotion do not fit this non-hierarchy Page 6

7 Core Cultures Personal Impersonal COLLABORATION People driven Organic, evolutionary, dynamic Participative Detached System, policy and procedure oriented Formula oriented Scientific CONTROL Subjective Objective Informal Principle and Open-ended law oriented CULTIVATION Important-to-people oriented Emotional Formal Emotionless Prescriptive COMPETENCE Page 7

8 Core Cultures Actuality COLLABORATION Concrete, tangible reality Facts What has occurred in the past and is occurring now Actual experience, actual occurrence What can be seen, heard, touched, weighed, or measured Practicality, utility CONTROL CULTIVATION Insights, imagined alternatives What might occur in the future Ideals, beliefs, aspirations, inspirations Novelty, innovations, and creative options Theoretical concepts or frameworks Underlying meanings or relationships COMPETENCE Possibility Page 8

9 Core Cultures Actuality COLLABORATION Affiliation Family/Athletic Team Nurse CONTROL Power Military Surgeon Personal Impersonal CULTIVATION Growth Religious Institution Religious Leader COMPETENCE Achievement University Scientist Possibility Page 9

10 Core Culture Survey Results 3 Companies Control Collaboration Competence Cultivation 4 Departments Control Collaboration Competence Cultivation Page 10