strategy, culture, structure no magic bullet itsmf -sab
DESCRIPTION
The goal for this presentation is that you will be able to: 1.Identify a corporate strategy, culture and structure as early as possible. 2.Adapt your behaviour to a given corporate culture. 3.Discover where you fit into the organizational structure. 4.Plan your communication accordingly. 5.Align your activities to the organization’s strategy. 6.Determine your role in rewarding the appropriate behavior within your team. LEARNING OBJECTIVES 2TRANSCRIPT
The purpose of this presentation is to identify the various strategies, cultures, structures
and
how you can adapt your behaviour to optimize the results of your initiatives within these parameters.
INTRODUCTION
1
The goal for this presentation is that you will be able to:
1.Identify a corporate strategy, culture and structure as early as possible.
2.Adapt your behaviour to a given corporate culture.
3.Discover where you fit into the organizational structure.
4.Plan your communication accordingly.
5.Align your activities to the organization’s strategy.
6.Determine your role in rewarding the appropriate behavior within your team.
LEARNING OBJECTIVES
2
STRATEGY, CULTURE AND STRUCTURE
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There are two ‘Fundamental Strategies’ which result in one or more ‘Value Disciplines’:
STRATEGY
Source: Geoffrey Moore / Michael Porter 4
Strategy is the compass used for making decisions
It creates a framework for the culture and determines the appropriate skills for leadership.
CULTURE
The Source: is based on William E. Schneider (The Reengineering alternative) 5
COLLABORATIONSpontaneityHarmonyHuman Interaction
CULTIVATIONInnovationCreative InvolvementRisk Tolerant
CONTROLDisciplineOrderStandardization
COMPETENCEEfficiencyCraftsmanshipSpecialization
CULTURE AND THE ORGANIZATION
Based on Source: Geoffrey Moore (Living on the fault line)
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COMPETENCE CONTROL COLLABORATION CULTIVATION
ORGANIZES AS Work Projects Hierarchy Persistent Teams Little As Possible
RECRUITS FOR Competitiveness Loyalty Trustworthiness Brilliance
ASKS How? What? Who? Why?
LEADS BY Expertise Authority Process Charisma
CELEBRATES Top Performers Making The Plan Team Work Creativity
PRIORITIZES The Work The System The People The Idea
CULTURE
CHERISHES Achievement Order/Security Affiliation Self-Actualization
CULTURE AND STRATEGY
Source: Geoffrey Moore (Living on the fault line)
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OPERATIONAL EXCELLENCE
CUSTOMER INTIMACY PRODUCT LEADERSHIP DISRUPTIVE INNOVATION
ORIENTATION TO TIME
KEY METRIC
CULTURE FIT
ORGANIZATIONAL LEADERSHIP FROM
Number of Misses
Operations/FinanceMarketing/Customer
Service Sales/Engineering Research/Development
Control CultureCollaboration
Culture Competence Culture Cultivation Culture
Internal (Rhythm)Competive Respose
Time Time to Adoption
Customer Re-Purchase Product Specifications 10x Advantage
Customer Response Time
Process Efficiency Customer Experience Offer QualityCategorical
Differentiation
STRATEGY
FOCUS
STRUCTURE
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STRUCTURE (FUNCTIONAL HIERARCHY)
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Description: These types of organizations divide
functional areas into divisions. Each division is equipped with its
own resources in order to function independently.
There can be many criteria to define the divisional structures.
STRUCTURE (DIVISIONAL HIERARCHY)
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STRUCTURE (MATRIX)
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STRATEGY, CULTURE, STRUCTURE – CASE STUDIES
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Culture not Aligned to Strategy
Organizational and Individual Resistance to Change
Inability to Identify or Respond to Disruptors
Excessive or Obsessive Focus on Risk/Reward
STRATEGY, CULTURE, STRUCTURE – CASE STUDIES
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Based on the Source: William E. Schneider (The Reengineering Alternative)
STRATEGY, CULTURE, STRUCTURE – HOW THEY RELATE
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COLLABORATION
Spontaneity Harmony Human Interaction
CULTIVATION
Innovation Creative Involvement Risk Tolerant
CONTROL
Discipline Order Standardization
COMPETENCE
Efficiency Craftsmanship Specialization
STRONG MATRIX STRUCTURE
FUNCTIONAL/DIVISIONAL STRUCTURE
SIMPLE/ORGANIC STRUCTURE
WEAK MATRIX STRUCTURE
Customer Intimacy Strategy
Operational Excellence Strategy
Disruptive Innovation Strategy
Product Leadership Strategy
Let’s check our goals…Are you able to:
1.Identify a corporate strategy, culture and structure as early as possible.
2.Adapt your behaviour to a given corporate culture.
3.Discover where you fit into the organizational structure.
4.Plan your communication accordingly.
5.Align your activities to the organization’s strategy.
6.Determine your role in rewarding the appropriate behavior within your team.
HOW DID WE DO?
14
THANK YOU!
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