Culture Frameworks

8/14/2019 Culture Frameworks

1/19

Change Target

Employee values.

Behviours.

Outputs or performance.


2/19

Control

systems

Stories Symbols

Rituals

and routines

The

Paradigm

Power

structures

Organisational

structures

The cultural web


3/19

MAPPING REQUIRED

CHANGE (1)FROMWHAT IS

TO

WHAT IS NEEDED

ST

R&R

CS OS

PS

SY

P

ST

R&R

CS OS

PS

SY

P

TARGETING

OUTPUTS


4/19

MAPPING REQUIRED

CHANGE (2)FROMWHAT IS

TO

WHAT IS NEEDED

ST

R&R

CS OS

PS

SY

P

ST

R&R

CS OS

PS

SY

P

TARGETING

BEHAVIOUR


5/19

MAPPING REQUIRED

CHANGE (3)

Via communication,

education, trainin,personal development

R&R

CS OS

PS

SY

P

ST

R&R

CS OS

PS

SY

P

TARGETING BEHAVIOURS

TO GET VALUE CHANE

TARGETING

VALUES

ST

P


6/19

Understanding the Cultural context for change in local government

Controls

Stories Leadership style Characters How things used to be Narrow squeaks Its their fault

Symbols Reserved parking Management suite Secretaries as

domestic support Back-door entry for

staff Dress code

Rituals

and routines

Comittees Formal induction Post/email (the day to day) Doyourjob Overload Deference Blame Someone

Paradigm

Good service Professsional

standing Problem solvers

Power

Chief officer Triumvirate Committees Members

Budgets Service plan Complaints Emergencies Members letters Contract compliance

Organisation

Functional Hierarchical Branches/devolved Patriarchal/autocratic Bureaucratic

(a) Technical Services -- Current


7/19

Understanding the Cultural context for change in local government

Controls

Stories We know where we

are going Success stories Ownership of strategy

Symbols New front door Parking based on need Social services

Rituals

and routines

Good listening andcommunication

Giving praise Appraisals Accountability Management by

walking about Celebration of

success

Paradigm

Customer-focusedservice quality

Good partners Good at balancing

pritorities

Power

Empowerment Devolved responsibility

Business plans Partnership

agreements Financial controls

Organisation

Open management Flexible Responsive Flat structure Clarity in devolution

(b) Technical Services -- future


8/19

The 7-S Framework

Skills

Structure

SystemsStrategy

Superordinate

Goals

Style

Staff


9/19

Corporate purpose and aspirations Ownership Mission and strategic intent Scope and diversity The global dimension

Business Level strategy

Achieving competitive advantage Price-based strategies Differentiation strategies Focus strategies

Corporate Level Strategy Portfolio management

Financial strategy The role of the corporate parent The parenting matrix

Bases of strategic choice

DEVELOPMENT

STRATEGIES

What basis?


10/19

Strategic Management Framework1. Strategic Management

2. Competitive Advantage

Strategy development12. Growth and Development

13. Restructuring & M&A

14. Decision Making Process

Strategy implementation15. Implementation

16. Managing Change

Organisation9. Culture

10. Learning & Innovation

11.Transnational & Global

Resources6. Value Chain

7. Resources & Capability

8. Deploying Capability

Environment3. Industry Influences

4.Competitor Analysis

5. Value Networks

Strategic Analysis


11/19

Core Competences - Hamel

Tests for core competence

A bundle of constituent skills and technologies

Not an asset, but an aptitude, an accumulation of learning, tacit

and explicit knowledge

A disproportionate contribution to customer-perceived value Competitively unique

Provide an entre into new markets

Types of core competence

Market access competences

Integrity related competences

Functionality related competences


12/19

Core competence

critically underpins the organisations

competitive advantage

a bundle of constituent skills and technologies makes a disproportionate contribution to

customer perceived value

competitively unique provides an entry into new markets


13/19

Strategic capability

Strategic capability is related to: the resources available to the organisation

the competence with which the activities of the organisation are

undertaken

the balance of resources, activities and businesses within theorganisation

Resource audit

physical resources human resources

financial resources

intangibles


14/19

Criteria to evaluate competitive

advantage

Resistance to erosion of competitive advantage by:

Imitation

Substitution

Resource mobilisation Resource paralysis

Bundling of competences

Product plus service

Linkages of resources

Intangibility

Time-dependency

Complexity


15/19

Porters Six Principles of Strategic

Positioning The right goal

A superior long-term return on investment

Deliver a value proposition Unique value for a particular set of customers or a particular set of

uses

Distinctive value chain Perform different activities than rivals Perform them in different ways Configure the value chain differently Tailor it to value proposition

Trade-offs Forego some activities to be unique at others

Not try to be all things to all customers Fit together

Mutually reinforcing choices

Continuity of direction To develop unique skills and assets To build strong reputations


16/19

Porters Generic Strategies

1 Cost leadership 2 Differentiation

3A Cost focus 3B Differentiation focus

Broad target

Narrow target

Lower cost Differentiation

Competi

tiv

escop

e

Competitive Advantage


17/19

Bowmans Strategy Clock

quoted in Johnson & Scholes (1999)

Perceived

added

value

High

High

Low

Low Price

1

2

3

4

5

6

7

8No frills

Low

price

Hybrid

Differentiation

Focuseddifferentiation

Strategies

destined for

failure


18/19


19/19

Porters Five Forces (Porter 1985)

Threat of New EntrantsEntry barriers:

Economies of scale Brand identityCapital requirements

Proprietary product differencesSwitching costs Access to distribution

Proprietary learning curveAccess to necessary inputsLow-cost product design

Government policy Expected retaliationPower of Suppliers

Switching costsDifferentiation of inputsSupplier concentration

Presence of substitute inputsImportance of volume

to suppliersImpact of inputs on cost&

differentiationThreat of forward/backward

integration

Cost relative to total purchasesin industry

Industry RivalryIndustry Growth

Concentration & balanceFixed costs/value addedIntermittent overcapacity

Product differencesBrand identity Switching costs

Informational complexity

Diversity of competitorsCorporate stakes Exit barriers

Power of BuyersBuyer concentration Buyer volumeSwitching costs Buyer informationBuyer profits Substitute products

Pull-through Price sensitivityPrice/total purchasesProduct differences

Brand identityAbility to backward integrate

Impact on quality/performance

Decision makers incentives

Threat of SubstitutesRelative price performance of

substitutesSwitching costs

Buyer propensity to substitute

Culture Frameworks

Documents

Transcript of Culture Frameworks