ORGANIZATIONAL CULTURE

 

What we do?

We identify those forces acting over the current organizational culture culture and we develop programs focused on companies’ holistic transformation. 

We support your teams to shape your change and we train your managers and leaders with the skills they will need to execute successful change programs

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to achieve tangible results. We focus on the most critical levers that influence behavior and shape organizational culture:

    1. Leaders and their role-modeling behaviors: their manner of communication, especially in reinforcing desired behaviors; how they spend their time, manage their priorities, and interact with direct reports
    2. Recruitment and people development: the kind of career paths and personal growth the organization enables,how talent is promoted and retained; the coaching that supervisors provide; the organization’s learning and development programs.
    3. Performance Management. The key performance indicators that the organization uses to define and track performance drivers, and its policies and practices regarding compensation, benefits, reviews, promotions, rewards, and penalties, including the consequences of undesirable behavior.
    4. Informal Interactions. Networks, the nature of peer-to-peer interactions, gatherings, and events, whether active communities of interest exist, whether people know whom to contact to access organizational knowledge.
    5. Organization Design.Organizational structure, processes, and roles, decision rights, collaboration processes, units’ relationship to headquarters, office layout and design
    6. Resources. Financed projects, access to human resources, management systems, analytical tool
    7. Values. The collective beliefs, ideals, and norms that guide peoples’ conduct and help them adhere to priorities, especially when facing a difficult business problem

We address all the factors that create value for an organization working on key strategy and business-portfolio issues. We focus on cash flow and on creating an “owner’s mind-set” to ensure rapid results that are sustained long after we leave. In a mean time we are engage in continuous search for ways to improve companies existing routines trying to avoid future situation where decisions are determined by routines-well-practiced patterns of activity inside the firm, rather than profit maximization.

Whether driven by a challenging market or a sense of untapped potential, some companies have courage to push the organization to achieve extraordinary results.

In some cases, the impetus comes from a restless leader who wants to maintain a competitive edge or take the company and industry to fertile and uncharted territory (from good to great!); in others, the need arises from awful financial and competitive circumstances.

Organizational leaders have a wide range of levers at their disposal to align employee behavior with strategy and close the gap between their current and target culture. These levers represent a mix of hard and soft approaches that separately and in combination shape behavior.

We address all the factors that create value for an organization working on key strategy and business-portfolio issues. We focus on cash flow and on creating an “owner’s mind-set” to ensure rapid results that are sustained long after we leave. In a mean time we are engage in continuous search for ways to improve companies existing routines trying to avoid future situation where decisions are determined by routines-well-practiced patterns of activity inside the firm, rather than profit maximization.

Change programs can take many forms, from moderate restructuring to full-scale turnarounds, depending on a company’s needs. Change management is a competitive advantage and those companies building superior capabilities for change will succeed in a long-run.

 

 


 

simplitateToday SIMPLICITY became a NECESSITY.

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  • We need to go beyond the job descriptions to understand the real content.  By removing rules — the bigger we are, the more we need integrators, therefore the less rules we must have, to give discretionary power to managers. And we do the opposite — the bigger we are, the more rules we create.
  • Increase people power so that you can empower everybody to use their judgment, their intelligence. Otherwise, they will withdraw and will disengage. Create feedback loops that expose people to the consequences of their actions.
  • Increase reciprocity, by removing the buffers that make people self-sufficient. When you remove these buffers people will cooperate.
  • Reward those who cooperate and blame those who don’t cooperate. Blame is not for failure; it is for failing to help or ask for help. It changes everything. Suddenly it becomes in my interest to be transparent on my real weaknesses, my real forecast, because I know I will not be blamed if I fail, but if I fail to help or ask for help.

When you do this, it has a lot of implications on organizational design. When you do that, you can manage complexity,without getting complicated, creating more value with lower cost. The real battle is not against competitors. The real battle is against us, against our bureaucracy, our complicatedness generated by us.