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Ability to Create & Manage Culture

This refers to the ability to fully understand the relationship between strategy andculture as the two major elements in business success. Here the practitioner mustunderstand all the human and organizational elements which impact the

organization's ability to successfully deliver its strategies, and be able to managethese holistically to ensure results are achieved. These include organizationdesign, direction setting, resource allocation, stang, development and operationof rewards and recognition systems, customer linkages and the development ofleaders capable of managing the strategyculture !alloy!.

The ability to create and manage culture involves skills in the following areas"

#rganization $esignThe ability to diagnose the situation, evaluate options, create design principles linked to/orfocused on delivering the outcome, and actual re-organization/re-design of organizationalunits to achieve results. The design must link strategy and culture.

%ommunicationDevelopment of the "teachable point of view" for change and all the needed infrastructureand integrated systems to ensure rapid two way communications.

&aluestandardsThe critical behaviors and beliefs needed in a new culture to support the achievement ofresults. alues de!ne the culture, standards provide the norms for dailytransactions/interaction. n #$% the principles, values and purpose #' provide thestandard and guidelines for all interactions.

tangThe ability to help business leaders identify the people with the appropriate mi( of skills ande(perience, and to place them in the right positions in the organization to support the

achievement of results.

$evelopment of the #rganizations"Development" in this conte(t speaks to the ability of the professional to understand thevariable of change, the desired direction of the business, and to as a result create a cultureof the type needed to match/!t with the strategies of the business to achieve results. t alsoincludes being able to sustain and improve this culture, thereby "managing" it.

(erformance)ewards)nderstanding what successful performance means in the culture and being able to createreward mechanisms to support the desired behaviors.

%ustomer *inkages

*hen the culture is created and operationalized it must include linkage to all customers,internal and e(ternal, to ensure results. +ll customers must see their needs being addressed.The culture must therefore be designed and guided to follow on this and see the linkagesand interdependencies as crucial to each and every role.

*eadership %ompetenciest is critical that focus of developing leaders in a manner which ensures that they haveskills, e(perience and the sensitivity to create and manage culture. utages in this areamean the "alloy" of strategy and culture are not created, and results suer.

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Core Skills Assessment

(rint this page and circle all areas below where you have demonstratedsuccessful results in using the core skills listed. +ou may circle items in dierentskill levels. The skills listed below are strati-ed to help determine the actual level

of eperience a person has so plans can be developed to gain moreeperiencepro-ciency.

/asic

)nderstands the concepts of culture and strategy as two critical components for successful

business improvement.

as worked on pro0ects to assess and de!ne culture and practiced the mechanics of

designing a culture to "!t"/support delivery of business strategies.

as worked to de!ne the sub-system/sub-processes of the culture which drive change with

some success &rewards, communications, leadership development, linking customers,performance management, etc.' and can do the gap analysis and make recommendationsfor cultural development.

1an de!ne the cultural linkages/levers which support business improvement and de!ne the

steps for making change.

0dvanced

1alled on to lead the design and change of culture in support of business improvements.

1apable "troubleshooter" to identify the "!(es" needed to realign/mobilize the change

eort if it stalls.

2(perienced in line and sta designs to improve alignment and operating results.

2(perienced in the comple(ity of cross-functional/cross-unit/global design issues and has

had success in these designs.

1apable of coaching and developing leadership competence.

1aster

The master of cultural design and development sought out by business leaders to assist in

the most comple( change eorts.

The master sought out by practitioners to coach/resource them on their eorts.

3entor of people who are learning the concepts and technology 4 master teacher.

eteran of many comple( change eorts 4 often recognized outside of #$%.