- Go beyond value statements to create a culture that enables the departmental strategy.
- There is confusion about how to translate culture from an abstract concept to something that is measurable, actionable, and process driven.
- Organizations lack clarity about who is accountable and responsible for culture, with groups often pointing fingers at each other.
- When it comes to culture, the lived experience can be different from stated values. Culture is the pattern of behaviors and the way work is done rather than simply perks, working environment, and policy.
- Executives’ active participation in culture change is paramount. If executives aren’t willing to change the way they behave, attempts to shift the culture will fail.
- Elevate culture to a business imperative. Foster a culture that is linked to strategy rather than trying to replicate the hot culture of the moment.
- Target values that will have the greatest impact. Select a few focus values as a guide and align all behaviors and work practices to those values.
Impact and Result
- Executives need to clarify how the culture they want will help achieve their strategy and choose the focus values that will have the maximum impact.
- Measure the current state of culture and facilitate the process of leveraging existing elements while shifting undesirable ones.
After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.
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