Organizational Culture Archives - Page 4 of 7

Category: Organizational Culture

The Business Case for an Authentic Workplace

People are messy: they have personalities and emotions. In this post we explore how we can embrace people’s messiness for advantage rather than have it act as a drag. Default Business Model is Mixed Engagement A recent study from Carnegie Mellon Training shows that there are very mixed levels of engagement from workers.

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Lean Culture is about Cultivation and Control

I have thought for a long time that Agile and Lean are pursuing similar goals and quite similar in many respects. Although compatible, I now see they have significant differences in focus. (Reader’s Note: this analysis was done in early 2012 but became a forgotten appendix for my book on Agile Culture.

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Guy Laurence – Culture Change Through Renovation

Guy Lawrence – former CEO at Vodafone – tells of an organizational transformation effort that is intrinsically tied to office renovation – he says: “Conventional offices and working is dead”. A Simple Recipe: Death to cubicles and offices Buy everyone in the company a cell phone and a laptop. Remove all offices and cubicles.

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10 Things Executives Need to Know about Agile

Slide deck with the top 10 things executives need to know about Agile: 10 things executives need to know about agile from Michael Sahota.

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Change Initiative Forces in an Organization

How Change Initiatives Damage Organizations and Fail

A simple (and misunderstood) way people think of their change initiative like this: Their organization is just sitting there, ready to change in wonderful ways. We just have to tell people how great our new initiative is and they will be lining up to learn more and make things happen. Right? Unfortunately, organizations are complex.

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Leader Growing a Different Culture in the Hierarchy

How to Build a Culture Bubble

This post is about how one can create a bubble of a new culture inside of an existing organization. For example, this may be used by a group interested in developing an innovation and learning culture inside a typical bureaucratic organization. This post is a continuation of my earlier post on how to Build Culture Adapters to Avoid Agile Failure.

Build Culture Adapters to Avoid Agile Failure

The purpose of this post is to explain why building culture adapters around at team or group is a good idea.

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Connecting the Dots on Agile, Org Culture, Personal Growth & Temenos

A friend of mine asked me what is going on with all this touchy-feely people and personal growth stuff – “What’s it got to do with Agile?” My answer: everything! So this post ties together: Agile, High-Performance Culture with People skills and Temenos Workshop among others. Here is my current roadmap of focus areas.

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Comparison of High Performacne Organizational Cultures

Diverse Paths to High-Performance Organizational Culture

There is no single path or prescription for high-performance organizational culture. Increasingly companies are abandoning the traditional “modern management” practices developed for manufacturing and are moving to post-modern approaches that reflect the changing face of work and the needs of knowledge workers.

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Key Benefits of High Performance Cultures

Workshop on Characteristics of High-Performance Organizations

At Agile Tour Toronto last November, I conducted a workshop to get crowd-sourced research into high-performance organizational cultures. The purpose of this workshop was two-fold. First, to understand similarities and differences between organizational cultures. Second, to see if case-studies of high-performance cultures would resonate with Agile-oriented people.

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Lululemon, Example of Breakthrough Organizational Culture

Lululemon – A Stellar Example of Break-Through Organizational Culture

Christine Day, the CEO of Lululemon, gave a compelling account at the Toronto Board of Trade of how Lululemon uses culture as a core competitive advantage. It is woven into the fabric of every interaction and decision, not a bunch of meaningless posters on the wall.

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Relationship between Relatedness, Responsibility, and Accountability

Relatedness trumps Responsibility, Accountability

Relatedness is the heart of high-performing teams and organizations. As stated in the Agile Manifesto, focus on “Individuals and Interactions” is essential. How we relate to ourselves and others is central to creating and maintaining effective and valuable systems. There are many mental frames that are used to discuss organizational culture and performance.

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The Business Case for an Authentic Workplace

Lean Culture is about Cultivation and Control

Guy Laurence – Culture Change Through Renovation

10 Things Executives Need to Know about Agile

How Change Initiatives Damage Organizations and Fail

How to Build a Culture Bubble

Build Culture Adapters to Avoid Agile Failure

Connecting the Dots on Agile, Org Culture, Personal Growth & Temenos

Diverse Paths to High-Performance Organizational Culture

Workshop on Characteristics of High-Performance Organizations

Lululemon – A Stellar Example of Break-Through Organizational Culture

Relatedness trumps Responsibility, Accountability

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