Corporate culture always exist. It can be found in any organisation.
It is another matter whether it is established intentionally or not and whether it helps an organisation to achieve goals or on the contrary holds back an organisation’s development.
It is pointless to assess corporate culture for no particular reason. Culture is a powerful management tool. Consequently, we assess corporate culture from the perspective of the organisation’s goals or strategy.
This the behavioural model of employees within an organisation, which is based on a value system, a general vision of the company’s development, a model of mutual relations, behavioural norms, the communications style within the company, with clients and other target audiences.
A body of rules and norms which are informal, but manage the life of the organisation, determining “what is good and what is bad”, and defining rules of behaviour in complex ambiguous situations and at times of uncertainty.
One where behaviour guaranteeing [the achievement] of set goals and the implementation of strategy is naturally reproduced in the overwhelming majority of situations of significance for business, in other words, without requiring any administrative pressure or input from senior executives.
Detech has developed a unique corporate culture management model based on a large amount of research and implemented projects.
[Translation of the graph: Baseline Parameter Image of the organisation of the future, competitive advantages, existing culture, etc. Derivative Parameter Business processes, technologies, regulations, etc. Derivative Parameter Governance practices, staff training, etc. Baseline Parameter Product/service specifics guaranteeing resources, state regulation, market, etc. Business image and culture. Hard Business Processes Will Wisdom Energy Soft HR. Nature and the business environment. Developed by Detech.]
This approach is underpinned by the triad “Will – Wisdom – Energy”. At the same time, we do not use “standard” cultural models and do not resort to different types of classification, as each organisation has a unique culture. Any attempt at standardisation creates the risk that you might miss something important.
The corporate culture assessment project is implemented in several stages:
1. Collection of information ”from the top”:
a. Analysis of the organisation’s goals and strategy.
b. Analysis of the value range of the C-suite (CEO, CFO, CIO, CTO)
c. Identification of the value components and behavioural models of the target culture.
2. Collection of information ”from below”:
a. Analysis of the perception by all employees of all levels and divisions of the value components of the target culture, identification of the “value resonance” and “dissonances”.
b. Collection and analysis of behavioural examples reflecting the existing and target culture.
3. Compilation of a final report containing an image of the target culture, an image of the existing culture, mutual intersections and “dissonances”, employee perceptions and opinions. Drafting of recommendations.
4. Strategic session with senior management and key employees:
a. Presentation of the results.
b. Conceptualisation and reflection.
c. Elaboration of areas of further development of the corporate culture.
Example of a report or research …
[Translation of the graph Example of project data at a major international production company. Declarations do not always reflect actual behaviour. A culture of double standards must be avoided. Safety. Effectiveness. Development/professionalism. Care about the future/foresightedness Responsibility/Personal involvement. Respect for people. Integrity. Teamwork. Openness. Engagement of others. Loyalty. Value declarations for top managers. Actual manifestation at an organisation.]
