Awinning culture33rddegree
- 1. A #winning Culture aka how to boost your agile team performance and bring it to the next level? Krzysztof Ras33rd Degree; 9-11.06.2014
- 2. INTRODUCTION introduction a corporate culture Case study conclusionsa constructive culture
- 3. Why are we here? introduction a corporate culture Case study conclusionsa constructive culture
- 4. Why are we here? “ The end goal of all software development processes are: creating software that works as intended, is on time, within budget and can be maintained. “ Yusuf Arslan But which development approach is the best? introduction a corporate culture Case study conclusionsa constructive culture
- 5. Why are we here? Yusuf Arslan introduction a corporate culture Case study conclusionsa constructive culture
- 6. Why are we here? Yusuf Arslan introduction a corporate culture Case study conclusionsa constructive culture
- 7. A corporate culture introduction a corporate culture Case study conclusionsa constructive culture
- 8. What a corporate culture is ? “Culture is how organizations ‘do things’.” — Robbie Katanga Culture is consistent, observable patterns of behavior in organizations. Aristotle said: “We are what we repeatedly do.” introduction a corporate culture Case study conclusionsa constructive culture
- 9. What a corporate culture is ? “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin Culture is a carrier of meaning. Cultures provide not only a shared view of “what is” but also of “why is.” introduction a corporate culture Case study conclusionsa constructive culture
- 10. What a corporate culture is ? “Culture is the organization’s immune system.” — Michael Watkins Culture is a form of protection that has evolved from situational pressures. It prevents “wrong thinking” and “wrong people” from entering the organization in the first place. introduction a corporate culture Case study conclusionsa constructive culture
- 11. Is that even important? leaders believe their culture is a source of competitive advantage68% Believe it is changeable and 65% believe they *need* to change it76% Believe that an org that lacks a high performance culture is doomed to mediocrity 81% … but only fewer than 10% succeed in building one10% 68% 76% 81% introduction a corporate culture Case study conclusionsa constructive culture
- 12. Heart and Soul src: http://www.bain.com/ introduction a corporate culture Case study conclusionsa constructive culture
- 13. The February Revolution src: http://blog.crisp.se/2013/02/12/henrikkniberg/how-to-build-the-right-thing introduction a corporate culture Case study conclusionsa constructive culture
- 14. The Big Question ? introduction a corporate culture Case study conclusionsa constructive culture
- 15. Five Steps Set expectations Align the leadership team Focus the organization on delivering the agenda Manage the culture by managing the drivers of culture Communicate and celebrate introduction a corporate culture Case study conclusionsa constructive culture
- 16. Case Study introduction a corporate culture Case study conclusionsa constructive culture
- 17. What if…? src: http://www.boredpanda.com/ introduction a corporate culture Case study conclusionsa constructive culture
- 18. Constructive Culture If failed ( by any reason ) to build a winning culture… … foster a Constructive Culture. In constructive cultures people are encouraged to be in communication with their co-workers, and work as teams, rather than only as individuals. In positions where people do a complex job, rather than something simple like a mechanic one, this culture is efficient. (src: Wikipedia) introduction a corporate culture Case study conclusionsa constructive culture
- 19. CONCLUSIONS introduction a corporate culture Case study conclusionsa constructive culture
- 20. CONCLUSIONS Senior executives tend to think about corporate culture as a topic that’s hard to measure and hard to change. As a result, many choose not to invest in it despite all the evidence that, when skillfully managed, culture can be a powerful and enduring source of competitive advantage. Some leadership teams attempt to create culture by acting as wordsmiths, spending untold hours carefully crafting vision, mission and values statements. That’s unfortunate, because in the end culture is not created by words plastered on the wall or carried around on laminated cards, but rather culture is defined by actions on the ground. Executed well, culture change programs not only deliver better bottom-line results, but also provide a more fulfilling environment for employees. And for many executives, leading a successful culture-change program is the most rewarding work of their career, because doing so allows them to integrate the human factors that matter to everyone with business concerns. introduction a corporate culture Case study conclusionsa constructive culture
- 21. References 1. https://www.linkedin.com/groups/What-is-organizational-culture-How- 3044917.S.236735536 2. Bain & Company: Building a winning culture – by Paul Rogers, Paul Meehan and Scott Turner 3. Creating and Sustaining a Winning Culture - by Paul Meehan, Darrell Rigby, and Paul Rogers (Harvard Business Review) 4. http://blogs.hbr.org/2013/12/the-definitive-elements-of-a-winning-culture/ 5. http://blogs.hbr.org/2013/12/a-winning-culture-keeps-score/ 6. http://blogs.hbr.org/2008/02/creating-and-sustaining-a-winn-1/ 7. http://www.slideshare.net/johnspence/creating-a-winning-culture-riveron- 13413512 8. http://www.reliableplant.com/Read/9821/corporate-culture 9. http://blogs.hbr.org/2012/01/three-steps-to-a-high-performa/ 10.http://yusufarslan.net/agile-and-scrum-really-better-waterfall introduction a corporate culture Case study conclusionsa constructive culture
Editor's Notes
- #9: This view elevates repeated behavior or habits as the core of culture and deemphasizes what people feel, think or believe. It also focuses our attention on the forces that shape behavior in organizations, and so highlights an important question: are all those forces (including structure, processes, and incentives) “culture” or is culture simply the behavioral outputs?
- #10: In this view, culture is about “the story” in which people in the organization are embedded, and the values and rituals that reinforce that narrative. It also focuses attention on the importance of symbols and the need to understand them — including the idiosyncratic languages used in organizations — in order to understand culture.