making your culture work

making your culture
work
Prepared by:
Nikolaos Batsios, Agile Coach @ Intracom-Telecom S.A
Fredrik Mank, Agile Coach @ Ericsson
Ericsson’s High Performance Team Coaching, Learning Lab
September 2015

Nikolaos Mpatsios, Fredrik Mank | Ericsson Internal | 2015-05-11 | Page ‹#›
LL Objective
› Entry:
–Your experiences
› Goal:
–Understand why culture is important and how you can observe it
–Highlight culture module such as Schneider, Denison & Laloux models
on organization culture
–Experiment with Schneider's culture module
–Reflect on your own organization culture
› Exit:
–Map values and principles from theory to your reality and address
potential improvements
–Help your surrounding to take the next step

NEED FOR
POWER
Get and
Keep Control
The meaning and importance of
culture

culture
EXPERTISE
VISIONARY

culture
cultivation
Non-violence
Acceptance
Respect
grow

culture
THINK
DIFFERENT
CHALLENGE THE
STATUS QUO
DIVERSITY

culture
THERE IS NO MAGIC
FORMULA FOR
GREAT COMPANY
CULTURE
THE KEY IS JUST TO
TREAT YOUR STAFF
HOW YOU WOULD
LIKE TO BE
TREATED

culture
FOCUS ON ONE
THING
SOCIAL
MOVE FAST AND
BREAK THINGS
PARTNERSHIP

› …set of patterns of human activity within a bed or
social group and the symbolic structures that give
such activity significance. Customs, laws, dress,
architectural style, social standards, religious
beliefs, and traditions are all examples of cultural
elements.
A culture...

Group discussion
Is culture important?
Why?

› Provides consistency for an organization and its people
› Provides order and structure
› Establishes and internal way of life for people (boundaries,
ground rules, communication patterns, membership criteria)
› Determines conditions for internal effectiveness (rewards,
punishment, expectations, priorities, nature and use of
power)
› Sets patterns for internal relationships among people
› Defines effective and ineffective performance
› …
culture is so important
because…

Culture models...
Schneider model

Culture models...
Denison model

Culture models...
Laloux model

› One observer per group!
› In the handout you can find a set of cards
representing some important dimensions related to
each core culture.
› For every dimension there are 4 different cards and
each one of them is most suitable to just one core
culture
› As a group try to map every card from ever
dimension in the core culture you believe is most
suitable
Group exercise (part 1)

Where the organization
pays attention?,
insights, innovation,
inspiration, ideals,
beliefs, meaning of
relationships
Where the organization pays
attention? Facts, what can be
seen, measured, tangible reality
How the organization
decide? People driven,
participative, informal,
emotional, important to
people oriented,
evolutionary
How the organization
decide? Detached,
formal, scientific,
emotionless, principle
and law oriented

based on Schnieder’s model

› One observer per group
› Think of your own organization
› For every ten (10) dimensions that you have already mapped in the
every quadrant, try to keep the card that represents most your
organization and remove the rest ones.
Group exercise (part 2)

example, of your own organizational culture

› Variant 1 - Agile Values and Principles:
– Try to Map the Agile Manifesto values and principles in Schneider’s model to the extend possible.
– Compare your results between your dominant organization culture outcome and the agile manifesto dominant culture.
– Do they fit?
› Variant 2 - Lean Values and Principles:
– Try to map each one of the Lean values and principles in the most suitable culture quadrant
– Compare your results between your dominant organization culture outcome and the innovation values.
– Do they fit?
› Variant 3 - Team Values:
– Try with your team to map all dimensions as described in Shneider’s model in the most appropriate quadrand
– Keep those that most represent your team now
– IWhere do you want to be as a team? Are there any actions to move forward?
Group exercise

› Speaker notes: William Scneider – Why Good Management Ideas
Fail – Understanding Your Corporate Culture
› How to make Your Culture Work (using Schneider model) by
Michael Sahota
› Laloux Culture Model, by Michael Sahota
› Lean & Agile Adoption with the Laloux Culture model, by Peter
Green
› Reinventing Organizations, Frederic Laloux
› The Reengineering Alternative, William Schneider
› The Future of Management is Teal, Frederic Laloux
References

› “Archetype”: the social institution origin of each one of the four cultures
› “Way to Success”: how success is defined in each culture and the way the organization could succeed
› “Leadership Focus”: the role of leader and leadership style in every culture
› “Employee Role”: main employees characteristics and behaviors in every culture
› “Decisions”: the way decisions are being made in every core culture
› “Key Norms”: main norms and values characterize each organizational core culture
› “Power Focus”: The nature of power and/or authority
› “Climate”: describes the organizational environment related to relationships in every core culture
› “Change”: approach to change
› “Customers”: The way organizations approach their customer depending on their core culture
Main Dimensions

Base management decisions on a long-term
philosophy, even at the expense of short-term
financial goals
Move toward flow; move to ever-smaller batch sizes
and cycle times to deliver value fast & expose
weakness.
Use pull systems; decide as late as possible.
Level the work - reduce variability and overburden
to remove unevenness.
Build a culture of stopping and fixing problems;
teach everyone to methodically study problems.
Master norms (practices) to enable kaizen and
employee empowerment.
Use simple visual management to reveal problems
and coordinate.
Use only well-tested technology that serves your
people and process.
Grow leaders from within who thoroughly
understand the work, live the philosophy, and teach
it to others.
Develop exceptional people and teams who follow
your company’s philosophy.
Respect your extended network of partners by
challenging them to grow and helping them
improve.
Go see for yourself at the real place of work to really
understand the situation and help.
Make decisions slowly by consensus, thoroughly
considering options; implement rapidly.
Become and sustain a learning organization
through relentless reflection and kaizen.
Lean Principles

How culture evolves
› Pictures from Meetup in San
Jose, USA (at PayPal Town
Hall, 2015-02-18) presented
by Michael Spayd

Daniel "Dan" R. Denison is Professor of Organization and Management at IMD Business School in Lausanne, Switzerland and Chairman and
founding partner of Denison Consulting. His area of special interest is organizational culture and leadership, and the impact they have on the
performance and effectiveness of organizations. His work on organizational culture is heavily cited in the field, and he is the author of a seminal
article on the distinction between organizational culture and climate (the notion of organizational climate predates that of the organizational
culture). His model of organizational culture is widely known and used in academic research in organizational culture, effectiveness and
performance 
 
Dan Denison's research, teaching, and consulting focuses on organizational culture and leadership and the impact that
they have on the performance and effectiveness of organizations. His latest book, with IMD colleague Robert Hooijberg,
Leading Culture Change in Global Organizations: Aligning Culture and Strategy, was published in June 2012. His
research has shown a strong relationship between organizational culture and business performance metrics such as
profitability, growth, customer satisfaction, and innovation. He has consulted with many leading corporations regarding
organizational change, leadership development, and the cultural issues associated with mergers & acquisitions,
turnarounds, and globalization. 
 
Professor Dan Denison has written four other books, including Corporate Culture and Organizational Effectiveness,
published by John Wiley in 1990. He is also the author of the Denison Organizational Culture Survey and the Denison
Leadership Development Surveys. His articles have appeared in leading journals such as The Academy of Management
Journal, The Academy of Management Review, Organization Science, The Administrative Science Quarterly, and The
Journal of Organizational Behavior.
He is the Chairman of Denison Consulting
› Professor Dan Denison
› Organization and Management 
PhD University of Michigan 
dan.denison@imd.ch
DAN DENISON

William E. schneider

Frederic Laloux
Frederic Laloux works as an adviser, coach, and facilitator for corporate leaders who feel called to
explore fundamentally new ways of organizing. A former Associate Partner with McKinsey & Company,
he holds an MBA from INSEAD and a degree in coaching from Newfield Network in Boulder, Colorado.  
 
His groundbreaking research in the field of emerging organizational models has been described as
groundbreaking, brilliant, spectacular, impressive, and world-changing by some of the most respected
scholars in the field of human development. Frederic Laloux lives in Brussels, Belgium, with his wife,
Hélène, and their two children.
http://www.reinventingorganizations.com/

making your culture work

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