Session Title : Culture & You Session Overview : Culture is a soft concept and like strategy it cannot be copied. Is there a way to measure culture? If not, then how do we say whether particular culture is good or bad? As an individual how often do we change our behavior to adapt to a new situation? If changing one's behavior is tough, then how difficult is to change behavior of big Organization? Organization's culture is the sum of belief and behaviors of all employees. It is built on values and drives Organizational effectiveness through Competitive advantage. The visible part of cultural iceberg drives us to think what we see and believe in our Organization constitutes the culture. There is also big portion of cultural iceberg that is not visible to the employees that drives the hard reality. Come join me to visualize and understand a world of culture delivered to you in a capsule. You would not only multiply your knowledge but will go home with resonating thoughts.

1. Harihara Ganesh D
Program Manager & Agile Leader

2. Value Proposition
Explore Cultural Iceberg
Interlocking
elements of
culture
Culture and its
Dimensions
Transforming
Culture
Powered by punch line

3. The Objective : Knowledge Sharing
Your
Knowledge
My
Knowledge
Our
Knowledge

4. Why Culture?
❑ 2014 Korn Ferry survey conducted among 500 Executives❑ Strategy& Global Culture and Change Management Survey 2013:❑ HBR survey 2010:
Research team interviewed senior executives at 98 of the largest India-based companies. The result
of the survey was astonishing that Indian leaders invest in people and prioritized culture in Top 4
responsibilities Not important
0%Somewhat
important
0%
Important
28%
Extremely
important
72%
Culture & Organizational performance
Not important ,
18
Somewhat
important , 19
Important, 26
Extremely
important, 37
Culture & Organizational Transformation
84%
60%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Organization’s culture is critical to
business success
Culture is more important than
strategy or operating model
Culture in Enabling Change
1. Chief input for business strategy
2. Keeper of organizational culture
3. Guide, teacher, or role model for employees
4. Representative of owner and investor interests

5. All about Organizational Culture
The set of shared values and norms that controls organizational members’ interactions with
each other and with people outside the organization
Organization B’s Culture
influences
Organization A’s Culture

6. Cultural Iceberg
Ref: https://www.torbenrick.eu/blog/culture/organizational-culture-is-like-an-iceberg/
VisionStrategy
Shared
Values
Goals
policies
Structure
Visible Organization Culture
The way we say we
get things done
The way we really
get things done
Perception
Values
Unwritten
Rules Stories
NormsFeeling
Invisible Organization Culture
Explore Cultural
Iceberg

7. Interlocking
Elements of Culture
Goals
Roles
Process/
Practice
Values
Communica
tion
Attitude
Assumptions
Cultural Iceberg (cont..)
That’s not
my
problem
I’m
frustrated
We are
cool
No
balance of
any kind
Regardless
, nothing
changes
here
Deadline is
approaching
Invisible Organization Culture
Ref: https://www.torbenrick.eu/blog/culture/organizational-culture-is-like-an-iceberg/
Explore Cultural
Iceberg
Understanding the complete
iceberg helps Leaders to make
decisions

8. Interlocking Elements of Culture
Interlocking Elements
of Culture
Goals
Roles
Process/Pract
ice
Values
Communicati
on
Attitude
Assumptions
Interlocking
elements of
culture

9. Dimensions of Nation’s Culture
The Hofstede model of national culture consists of six dimensions
Power distance:
India: 5.47 (rank 16)
Morocco : 5.80 (highest score)
Uncertainty avoidance:
India: 4.15 (rank 29)
Switzerland: 5.37 (highest score)
Gender egalitarianism:
India: 2.90 (rank 55)
Hungary: 4.08 (highest score)
Institutional collectivism:
India : 4.38 (rank 25)
Sweden: 5.22 (highest score)
In-group collectivism:
India: 5.92 (rank 4)
Philippines: 6.36 (highest score)
Masculinity
Vs Femininity
Power
Distance
Index
Individualism
Vs
Collectivism
Uncertainty
Avoidance
Index
Long term vs
Shor term
Orientation
Indulgence Vs
Restraint
• Source: Chhokar, J., Brodbeck, F., & House, R (Eds) .(2007). Culture and leadership across the world. The GLOBE book of in-depth studies of 25 societies. Lawrence Erlbaum Associates. Mahwah, New Jersey.
❖"Global Leadership and Organizational Behavior Effectiveness" (GLOBE) Research Program was conceived in 1991 by Robert J. House of the Wharton School of Business
Culture and its
Dimensions

10. 11
Corporate Culture Dimensions
Strategy &
Vision
• Vision &
Mission &
Core Values
• Leadership
Team /
Business Unit
functions
• Care for the
society
• How Ethical
the Org is
• Talent Pool
Engagement &
Trust
• Executive Mgmt.
Transparency &
Communication
• My Immediate
manager’s
actions
• Team member’s
accountability
• Team
empowerment
Collaboration
• Meeting
Engagements
• Hackathons
and other
Organization
events
• How easy is to
get my work
done
Tools & Process
• Efficiency
• Effectiveness
Rewards &
Recognition
• Pay/
Compensation
• # Awards
Growth &
Development
• # Training
Attended/Self
Learning
• Regular 1:1
with manager,
skip level
meetings
• Love what you
do
• Skill and work
gap
• Visibility on
Career path
• Work Life
balance
Culture and
its
Dimensions

11. 12
Reality Oriented
Possibility Oriented
Company Oriented
People Oriented
Schneider Culture Model – What do we do to be successful ?
Courtesy: Agilitrix 2011

12. Culture Journey so far…
Explore Cultural Iceberg
Interlocking
elements of
culture
Culture and its
Dimensions
Transforming
Culture

13. Transforming Culture - Alignment
ORGANIZATIONAL CULTURE EATS STRATEGY FOR BREAKFAST, LUNCH AND DINNER
Vision
Strategy Talent
Vision
Strategy
Talent
Culture GROWTH
• Preserve those aspects of the culture that made a
company strong
• And at the same time to alter any habits that are
impeding strategic change
Culture
Transforming
Culture
Don’t let culture eat strategy for breakfast. Have them
feed each other ☺

14. Transforming Culture - Create a Movement not a Mandate
Movement researchEmotion MovementBrewing Discontent
Transforming
Culture
The movement engages the employees and is more actionable. Movements give everyone in the
company a sense of direction and align them with the company goals.

15. Transforming Culture: Hire for Culture first Skill Next
Value based hiring process
Group Interview
Scenario based questionsRole Play
Transforming
Culture
Don’t just ask candidates to tell you how they espouse your company’s values;
let them show you

16. Actively
Disengaged
Not Engaged
Not Engaged
Types:
Transforming Culture: Focus on Employee Engagement
❑ Research study at Aon-Hewitt 2010:
Alignment of day-to-day work drives employee engagement.
Organizations with high levels of engagement outperformed the
total stock market index and posted total shareholder returns 22%
higher than average
Transforming
Culture
❑ Gallup Survey
87% of employees worldwide are not engaged at work

17. Next few slides are based on the research
(WIP) and audience is requested not to
take photographs of the slides

18. 20
Consistently green over the past five quarters,
congrats!!
Scope
Schedule
Budget
Introducing Team “The Consistent”
Vwork –Winning Team’s Framework

19. 21
Delivery Meeting
Engagement
Appreciation/
Recognize
each other
Team
Stability
Workload Love what I
do ?
Time for
Innovation
?
Winning
Team
Index
Evaluating Team “The Consistent” using Vwork
Vwork –Winning Team’s Framework

20. 22
Vwork –Winning Team’s Framework
‘If an Organization works towards the welfare of it’s employees, the employees will have a growth
mindset ‘

21. Finally Culture is..

22. Reference
• https://hbr.org/2012/07/cultural-change-that-sticks
• https://hbr.org/2011/03/lets-talk-about-culture-change?referral=03758&cm_vc=rr_item_page.top_right
• https://hbr.org/2017/06/changing-company-culture-requires-a-movement-not-a-
mandate?referral=03759&cm_vc=rr_item_page.bottom
• https://www.bizjournals.com/bizjournals/how-to/human-resources/2016/05/a-case-study-in-transforming-company-
culture.html
• https://www.atkearney.com/operations-performance-transformation/article?/a/demystifying-corporate-cultu-1
• https://www.hofstede-insights.com/models/national-culture/
• https://www.forbes.com/sites/andrewcave/2017/11/09/culture-eats-strategy-for-breakfast-so-whats-for-
lunch/#14c344357e0f
• https://www.forbes.com/sites/marketshare/2012/03/25/how-do-you-change-your-companys-culture-spark-a-
movement/#2c2967b94e0c
• http://www.casestudyinc.com/company-culture-movement-examples
• https://hbr.org/2018/01/the-culture-factor?referral=03759&cm_vc=rr_item_page.bottom
• https://timesofindia.indiatimes.com/business/india-business/ril-ushers-in-cultural-change-with-hr-
moves/articleshow/63932380.cms

23. Reference (contd..)
• https://www.youtube.com/watch?v=wIbCcfxzc2A
• https://www.forbes.com/sites/stevedenning/2011/04/18/six-common-mistakes-that-salesforce-com-didnt-
make/#78180c1f9de3
• http://agilitrix.com/2015/01/laloux-culture-model/
• https://www.strategyand.pwc.com/media/file/Strategyand_Cultures-Role-in-Enabling-Organizational-Change.pdf
• https://www.youtube.com/watch?v=WDFqEGI4QJ4
• https://www.youtube.com/watch?v=01Y7qlPFpqw
• http://agilitrix.com/2011/03/how-to-make-your-culture-work/
• https://www.slideshare.net/ujjwaljoshi1990/report-on-kotters-change-model
• https://www.kotterinc.com/client-story/client-story-tech/
• https://www.gallup.com/services/190118/engaged-workplace.aspx

24. Back-up

25. Change Models
THE BIG
OPPORTUNITY
Kotter Change
Model
1.CREATE
A Sense of
Urgency
2. BUILD
Guiding
Coalition
3.FORM
Strategic
Vision &
Initiative
4.ENLIST
Volunteer
Army
5.ENABLE
Action by
Removing
Barriers
6.GENERATE
Short Term
Wins
7. SUSTAIN
Acceleration
8.INSTITUTE
Change
Vision
Consensus
Skill Set
Resources/
Incentives
Action Plan
Vision
Consensus
Skill Set
Resources/
Incentives
Action Plan
Lippitt knoster Model

26. Resistance to Change
• Procrastinating or dragging one’s feet
• Standing by and allowing change to fail
• Feigning ignorance
• Withholding information, suggestions,
help, or support
• Agreeing verbally but not following
through (“malicious compliance”)
Passive Signs
of Resistance
• Finding Faults
• Using Facts Selectively
• Manipulating & Spreading Rumours
• Being Critical
• Distorting Facts
Active Signs of
resistance

27. MANAGING RESISTANCE
• A “Situational” Approach
• The Resistance Cycle, aka “Let Nature Take Its Course”
• “Creative Counters” to Expressions of Resistance:
• Thought Self-Leadership
• Tinkering, Kludging, and Pacing
• The “Power of Resistance”

28. • Diffuses dissatisfaction
with the status quo
•Creates broad sense of
thinking
Emotion
•That challenges the
current status quo that
the current institutions
and power structures of
will not address the
problem
Brewing Discontent
•New voice arises that
provides a positive
vision
•New voice that provides
a path forward that’s
within the power of the
crowd.
Movement

29. Transforming Culture - Organization tool for mindset change
LEADERSHIP TOOLS
Story telling
Persuasion Role Modeling
MANAGEMENT TOOLS
POWER TOOLS
Vision
Coercion
Threats
Punishments
Inspiration
Information
Intimidation
Strategic Planning, Decision Making, Learning
Hiring, Firing, Training, Promotion,
Control Systems, Role Definition , Incentives
Ref: How do you change Organization culture by Steve Denning
Conversations
Transforming
Culture