Tools for Culture
What is a culture of greatness?
Organizations actually don't have one culture, they have many. And while that may sound overwhelming, the truth is that knowing there are multiple cultures makes culture far easier to analyze, measure, and optimize.
Tools for Analysis
The 6 Underlying Factors
Of projects that fail to reach their potential, most do not fail because of strategy. Most fail because there are underlying factors that directly undermine their ability to succeed.
These barriers are related to six distinct areas:
- Skill Gaps
- Goal Conflict
Our analysis will provide a highly-detailed and actionable list of barriers that exist in each of these categories, along with recommended steps that can be taken to alleviate or resolve the issues.
We can learn from those whose teams are most emotionally committed. Specifically, we analyze the Fluency and Intangibles of these groups and produce an analysis of the types of leaders and team composition that lead to extraordinary results in your organization.
In the rare case an organization is struggling to identify top-performing groups internally, we will be a source of broader trends and best practices from our experience working with over 300 brands.
When we have Fluency scores and we have your org chart, we can combine them into something remarkable: a map of where the greatest capability, creativity, innovative thinking, and knowledge is clustering inside of your organization.
Similar to the Fluency Map, this analysis reveals where the areas of highest intangible value appear within your organization, and also clearly identifies gaps that need to be addressed immediately if the organization is struggling with engagement, morale, Glassdoor ratings, etc.
This analysis is a straightforward method to reveal the extent to which culture is understood, the frequency with which employees feel it is lived out, the level of belief in the quality of company culture, and the alignment between stated company culture and real work happening today.
Tools for Action
The first job of your culture is to ensure that every single person in the organization understands the relationship between customer value and enterprise value, can use the same language to articulate it, and can relate what they do in their role to achieving this balanced outcome.
The second job is to define our culture of team. We won't win by focusing on getting different teams to work better together. We will win by making sure people don't feel like they are on different teams to begin with.
While bandwidth is an execution topic at a tactical level, it's a cultural topic, overall.
When people are spending large fractions of their time on meetings, deliverables, or other activities that produce little value or are met with intense friction, there is an underlying cultural issue that is allowing these issues to pop up and persist.
We rigorously analyze bandwidth to chart a multi-stage path forward. On this path, we will eliminate or automate this waste and communicate clearly to our team that we value their minds and are committed to a work environment that is conducive to the most valuable use of everyone's time.