(www.torbenrick.eu) - Organisational culture eats strategy for breakfast, lunch and dinner. How to cultivate organisational culture?

1. Culture eats strategy for breakfast, lunch and dinner
Top 8+ How to cultivate organisational culture

2. Anyone can copy your strategy, but nobody
can copy your culture
• The most important thing about organizational culture is that it’s the
only sustainable point of difference for any organisation
• Anyone can copy your strategy, but nobody can copy your culture.
Culture trumps strategy every time
• Culture and strategy go hand in hand. You need to define your strategy
and ensure your culture supports it
• There’s no doubt about it - building organisational alignment is a big
challenge. Creating the right organisational alignment is not something
that happens by chance and often a great deal of effort and thought
goes into the process
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3. Organisational alignment is the glue for achieving
better performance
• One of the key determinants of successful strategy implementation is
organisational alignment
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4. Building organisational alignment is a big challenge
• There’s no doubt about it - building organisational
challenge
alignment is a big
• Creating the right organisational alignment
is not something that
happens by chance and often a great deal of effort and thought goes
into the process
How to cultivate organisational culture?
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5. # 1 - Having a purpose
beyond profit
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6. Having a purpose beyond profit
• This may come as a shock but most employees do not leap out of bed in
the morning excited by the prospect of making more profit for their
organization that day. Profit may motivate senior executives but it rarely
does so for the front-line unless they are shareholders too
• Connecting people to a purpose
feel good about your company
is an important way of helping them
• Why? because there is a very high correlation between the way your
employees feel about the company and the way your customers do
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7. #2 - Create a shared vision
and common direction
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8. Create a shared vision and common direction
- Communicate vision, mission, strategy, values
Boarding card: Communicate vision, mission, strategy and values
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9. Driving license ………. for the road ahead
Communicate vision, mission, strategy and values
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10. Declare values
• These are the guiding principles for how you expect your team to
behave internally and externally. Values can be made to work when
they are a genuine part of a company’s culture.
• Put them on paper, on the bulletin boards, and in every speech or talk
you make. Company values
can be made to work when they are a
genuine part of a company’s culture.
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11. #3 - Visualize the “journey”
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12. Visualize the “journey”
Visualize the “journey” and the goals
Let’s follow the
sunrise…on a balloon
trip around the world
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13. Communicate targets in a simple way
A surprisingly simple image can express more ideas than a
thousand complex words
"We are fighting for every burger …..……. “
Just one more EURO from each customers
budget brings us …….. in revenue
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Customer satisfaction alone is no
longer enough ……
.... We need to surprise the
customer
And you are the PERSON who
brings the customer to say
"Wow!"
13

14. #4 - Involve the whole
organization
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15. Create a dialog - Involve the whole organisation
• By organizing discussions throughout the organisation, spreads the
company‘s common directions so that individuals and teams can
accurately align their own activities with the company‘s new overall
direction
• Management is the message: Everything managers say – or don‘t say –
delivers a message. Too many managers assume that communications is
a staff function, something for human resources or public relations to
take care of. In fact, communications must be a priority for every
manager at every level of the company
• Managers at all levels must learn to see things differently. They must put
themselves in their employees’ shoes to understand how change looks
from that perspective
• Early, open-ended conversations often result in the most productive
outcomes
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16. Involve the whole organization
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17. Involve the whole organization
• Create an easily accessible and usable communication platform
• „With new ideas, we remain on course for success “
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18. #5 - Do something together
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19. Do something together
• As the saying goes, work hard play hard. Try stepping outside of your
usual group activities and tackling a goal together in uncharted territory.
Step outside of your office walls and play a sport together, cook
together, volunteer together- try something new!
Cultivate corporate culture – Verdo Tele cooking together
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20. Blind Date”: Team building, creating an internal
network etc.
All change in organizations is challenging, but perhaps the most
daunting is changing culture
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21. Talk-lunch
• On a regular basis, have lunch or coffee with randomly
chosen employees and really listen to their concerns and
suggestions.
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22. #6 – Share numbers
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23. Share numbers
• By sharing numbers with employees, you can increase
employees’ sense of ownership
• However, being open is not enough. You need to be sure
your employees are trained to understand financial
statements and have enough insight into their own jobs to
know how to affect the numbers
• Focus on additional metrics besides the financial ones.
Employees who are not in the financial world will be able to
relate better to the results and will feel more included in the
process
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24. #7 - Create wins
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25. Create wins
• If you want something to grow, pour champagne on it
• Celebrate your successes and, indeed, just about
everything you would like to see happen again
• Little victories – the things that had worked, ways they had
delighted their customers, problems they had turned into
successes
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25

26. Create wins - celebrate milestones
Change initiatives can be frustrating and take a long time. It is therefore
critical to celebrate milestones once they have been reached.
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27. Create wins - celebrate milestones
When it comes to organisational change – Pour champagne on it
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28. Create wins - celebrate milestones
Verdo Tele celebrating 40% in market share
When it comes to organisational change – Pour champagne on it
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29. “People’s Choice Awards”
“People’s Choice Awards” – based on different categories covering all
kinds of things the company would like to see
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30. #8 - Measure early and often
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31. Measure early and often
• You change what your measure
- Measure early and often
C
ustomerservice
Aktivitäten aus C
ustomercare
GM YEND2005 Effekt
Aktivität / Beschreibung
Akt.
Verantwortlich
Realisierungs Zeitraum
BM
SAC
Ziel
Effekt
1.
Gebühren 2005
Markus Burghard
01.01.2005 - 31.12.2005
2.
Zusätzliche 12.200 Partnerkarten
Markus Burghard
01.01.2005 - 31.12.2005
3.
Budget Einsparung
Markus Burghard
4.
Gutschriften als Kontingentgutschriften
5.
160.000 E-Mail Adressen
6.
7.
Konfektionierungskosten Simkarten
Akt.
Tarifwechsel
01.01.
Markus Burghard Christian P./Hans T. - 31.12.2005 - 31.12.2005
01.01.2005
+
75.000
Realisierter
Effekt
Trend
Effekt
3.287.164
1.261.900
1.261.900
01.01.2005 - 31.12.2005
462.658
330.026
01.01.2005 - 31.12.2005
300.000
67.613
Markus Burghard
Aktivitäten aus Direkter Vertrieb
3.287.164
1.490.135
Markus Burghard
Direkter Vertrieb
3.287.164
01.01.2005 - 31.12.2005
178.238
Markus Burghard
Aktivität / Beschreibung
+
01.04.2005 - 31.12.2005
Verantwortlich
Realisierungs Zeitraum
01.01.2005 - 31.12.2005
+
Markus Burghard
129.889
BM SAC
117.031
330.026
67.613
180.012
180.012
GM YEND2005 Effekt
165.436
Ziel
74.460
Effekt
165.436
Realisierter
74.460
Effekt
Trend
Effekt
8.
Verbesserung Anschlußgebührenerlöse
1.
20.000 Online Rechnungen
272.771
75.423
272.771
9.
Reduzierung
2.
400 Direktfreischaltungen GK Überzahlung
01.01.
Markus Burghard Christian Pützhofen
01.01.2005 - 31.12.2005 - 31.12.2005
+
+
48.817
163.500
9.631
153.245
9.631
153.245
10.
My Talkline 3.
Zusätzliche Partnerkarten Unicomdirekt
Markus Burghard O. Schönfeld
01.01.2005 - 31.12.2005 31.12.2005
+
11.308
153.000
11.308
454.296
11.308
454.296
11.
4.
250 Datacards
Vermarktung Portalgeräte Großfläche
Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005
+
+10.422
125.000
10.568
278.840
10.568
278.840
12.
Vermarktung Online-Rechnung
5.
Mehrwertdienste PCM
Markus Burghard Hans Tromke
01.01.2005 - 31.12.2005 31.12.2005
+
7.500
72.600
7.340
13.
Vermarktung Credit-Cards mit Navigation
6.
250 Mobile Navigation GK
+ 5.100
48.000
0
14.
7.
+ 3.646
35.000
104.329
104.329
700 Adressbuch Vermarktung Portalgeräte Unicomdirekt
Ziel 0
Realisierter
Trend
Markus Burghard O. Schönfeld
01.01.2005 - 31.12.2005 31.12.2005
+
0
Aktivität / Beschreibung
Akt.
Verantwortlich
Realisierungs Zeitraum
BM SAC
Effekt
Effekt
Effekt
Multimediapakete Großfläche
8.
+ 2.025
30.000
48.644
48.644
150 Black Berry GK
Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005
+
0
0
Verbesserung Anschlußgebührenerlöse
1.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
309.336
284.618
284.618
Erhöhung
9.
+
20.000
1.047
1.047
1.300 Prepaidaktivierungen der Aktivierungen von SMS-/MMS-Kontingenten
Markus Burghard Christian Pützhofen
01.01.2005 - 31.12.2005 31.12.2005
0
0
0
850.000 Ebill Kunden über alle Kanäle (93.000 eBusiness)
2.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
306.900
704.194
704.194
Zubehör/ Hardware über Online-Shopmandanten
10.
J. Nickelsen
31.12.2005
15.000
5.044
5.044
Verkauf von 15.000 Portalgeräten (2004: 10.000)
3.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
270.000
309.292
309.292
250 Datacards
11.
Hans Trompke
31.12.2005
+
10.422
2.192
2.192
1,5 Mio. Euro Umsatz mit Zubehör + Handys ohne Vertrag
4.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
225.000
207.659
207.659
Volumentarife
12.
Christian Pützhofen
31.12.2005
+
10.000
66.585
66.585
650.000 E-Mail-Adressen von Kunden (300.000 eBusiness)
5.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
185.000
149.873
149.873
SMS Projekte
13.
J. Nickelsen
31.12.2005
5.000
6.638
6.638 GM YEND2005 Effekt
1800 Partnerkarten
6.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
180.000
182.700
182.700
Jüngere Zielgruppen ansprechen
14.
Christian Pützhofen
31.12.2005
+
4.500
0
0
Ziel
Realisierter
Trend
55.000 eSelfService Transaktionen
Aktivität / Beschreibung Carsten aus Customercare Jan-Dez 2005Realisierungs Zeitraum
7.
Mesecke-v. Rh. Verantwortlich
165.000
254.504
254.504
Akt.
BM SAC
6.128.933
5.480.881
 Aktivitäten
Multimediapakete Unicomdirekt
15.
O. Schönfeld
31.12.2005
+
3.000 5.480.881
49.243
49.243
Effekt
Effekt
Effekt
Reduzierung Überzahlung
8.
Carsten Mesecke-v. Rh.
Jan - Dez 2005
+
97.000
106.000
106.000
Auskunftsverpreisung bei Geschäftskunden
1.
Henning van der Linde
01.01.2005-31.12.2005
+
800.000
724.947
724.947
16.
1500 Tarife ohne Handys
9.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
75.000
18.500
18.500
744 Free/Office-Tarife
2.
Sven Sönksen
01.01.2005-31.12.2005
+
501.805
300.202
300.202
17.
Einsparpotential Media-Agentur
10.
Carsten Mesecke-v. Rh.
Jul-Dez 2005
50.000
50.000
50.000
Einkaufsoptimierung GK
3.
Sven Sönksen
01.01.2005-31.12.2005
+
500.000
712.000
712.000
18.
8000 Multimediapaket Aktivierungen
11.
Carsten
Jan-Dez 2005
+
39.600
43.906
43.906
SMS-Preisanpassung Alttarife (PK in Rahmenverträgen) Mesecke-v. Rh.
4.
Henning van der Linde
01.01.2005-31.12.2005
+
430.000
434.383
434.383
19.
600 Datacards
12.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
25.012
6.156
6.156
6000 DataCards
5.
Marco Heinitz
01.01.2005-31.12.2005
+
250.124
192.060
192.060
20.
GM YEND2005 Effekt
1670 Aktivierungen von SMS-/MMS-Kontingenten
13.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
10.000
11.469
11.469
EK-Optimierung M2M-Karten
6.
Henning van der Linde
01.03.2005-31.12.2005
+
63.988
63.988
63.988
2000 Neu-FS in margenstarken 50er und 100er-Tarifen
14.
CarstenAktivitäten aus Direkter Vertrieb
Jan-Dez 2005
+
9.000
183.887
183.887
Ziel
Realisierter
Trend
1.574.312 SAC
 Mesecke-v. Rh.
SMS Conversation
7.
01.01.2005-31.12.2005 1.574.312
+
50.000
505
505
Aktivität / Beschreibung Marco Heinitz
Akt.
Verantwortlich939.265
Realisierungs Zeitraum
BM
Effekt
Effekt
Effekt
Verkauf von Nicht-Mobilfunk-Artikeln
15.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
5.000
779
779
1500 Blackberry
8.
Henning van der Linde
01.01.2005-31.12.2005
+
20.250
19.141
19.141
Prepaid Sonderunterstützung Nokia
1.
Dirk Inselmann
31.12.2005
1.000.000
1.283.333
1.283.333
9.
Nokia Jahresbonus
2.
Dirk Inselmann
31.12.2005
150.000
0
0
1.951.848
2.513.537
2.513.537
 Aktivitäten aus e-Business
10.
Skontorückforderung
3.
Dirk Inselmann
31.03.2005
135.486
109.088
109.088
11.
Logistik- und Einkaufsoptimierungen
4.
Dirk Inselmann
31.12.2005
100.000
222.580
222.580
12.
Warenrisiko mindern zum 31.12.2005
5.
Dirk Inselmann
31.12.2005
100.000
253.000
253.000
GM YEND2005 Effekt
13.
Lagerumschlag - Optimierung
6.
Dirk Inselmann
31.12.2005
100.000
0
0
14.
Ziel
Realisierter
Trend
Sondervertriebsaktivitäten(Wochenkampagnen) / Beschreibung Dirk Inselmann
7.
31.12.2005 Realisierungs Zeitraum
100.000
0
0
Aktivität
Akt.
Verantwortlich
BM SAC
Effekt
Effekt
Effekt
15.
Siemens Jahresbonus
8.
Dirk Inselmann
31.12.2005
50.000
49.768
49.768
Vermarktung VF-Live und T-Zone (Portalgeräte).
1.
Stefan Vidos
01.01. - 31.12.2005
+
1.080.000
619.404
619.404
Distribution
9.
Dirk Inselmann
31.12.2005
50.000
51.600
51.600
Verbesserung Anschlußgebührenerlöse
2.
Christian Seidl
908.540
1.075.332
1.075.332
2.616.167
 Aktivitäten aus GK PM 01.01. - 31.12.2005 2.447.227 + 2.447.227
Hersteller WKZ für CallCenter Verkaufsaktivitäten
10.
Dirk Inselmann
31.12.2005
50.000
0
0
Reduzierung Überzahlung
3.
Christian Seidl
01.01. - 31.12.2005
+
887.500
1.381.166
1.381.166
Jahresbonus Sony / Ericsson
11.
Dirk Inselmann
31.12.2005
20.000
0
0
Intensive Vermarktung der Onlinerechnung (E-bill)
4.
Stefan Vidos
01.01. - 31.12.2005
594.000
1.214.971
1.214.971
Handyversicherung
12.
Dirk Inselmann
31.12.2005
10.000
4.000
4.000
744 Free- / Office-Tarife
5.
Rolf Rhöse
01.01. - 31.12.2005
+
426.212
271.194
271.194
Jahresbonus Samsung
13.
Dirk Inselmann
31.12.2005
10.000
0
0
4.400 Datacards
6.
Rolf Rhöse
01.01. - 31.12.2005
+
183.424
151.388
151.388
Handyrecycling
14.
Dirk Inselmann
31.06.2005
5.000
0
0
Multimediapaket Aktivierungen
7.
Stefan Vidos
01.01. - 31.12.2005
+
180.000
295.899
295.899
15.
31.12.2005
1.250 BlackBerry
8.
Rolf Rhöse
01.01. - 31.12.2005
+
16.875
17.634
17.634
15.
16.
17.
18.
19.
20.
e-Business
Aktivitäten aus e-Business Burghard
Markus
Christian Pützhofen
01.01.2005 - 31.12.2005 31.12.2005
+
244.243
75.423
98.214
98.214
7.340
GM
33.224 YEND2005 Effekt
33.224
0
G Produkt Management
K
Aktivitäten aus G PM
K
Hardware M
anagement
Aktivitäten aus HW M
anagement
Indirekter Vertrieb
Aktivitäten aus Indirekter Vertrieb
9.
 Aktivitäten aus HW Management
1.880.486
1.973.369
1.973.369
10.
11.
12.
13.
14.
15.
 Aktivitäten aus Indirekter Vertrieb
4.276.551
…
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5.026.989
5.026.989

32. ....... and tell everyone about it .....
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33. Let’s face it
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34. Let’s face it
• Let’s face it – great corporate culture doesn’t just happen –
you need to make it happen
• All music is made from the same 12 notes. All culture is
made from the same five components: behaviors,
relationships, attitudes, values and environment.
• It’s the way those notes or components are put together
that makes things sing
11 November 2013
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34

35. Good luck
© Torben Rick
http://www.torbenrick.eu
Blog
http://www.torbenrick.eu/blog/