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Today is the second one that the two are with you,
Yesterday's single one is talking about the importance of culture and strategy. For enterprises, if they want to succeed, they must rely on the power of culture and strategy at the same time.
Of course, culture and strategy do not exist completely independently, and they have a close relationship.
Culture can influence what people do and how they do during the strategic execution process, but there are also many things that can in turn affect culture.
culture is both a cause and effect and a variable.
So, when we evaluate whether our corporate culture is correct, we need a diagnostic tool to confirm.
Denison Organization Culture Model is such a diagnostic tool worth learning from.
Professor Denison, a professor at the Lausanne School of International Management, has tracked thousands of companies and more than 40,000 employees for 15 years, and proposed four major characteristics that corporate culture needs to have:
Adaptability, mission, participation, and consistency (consistency).
Let’s first look at adaptability.
It mainly reflects the company's response and innovation index, and examines whether the company has a culture that adapts to the times from three dimensions: "customer, change, and learning".
For customers, do we understand our customers and can make them satisfied from the customer's perspective and meet their future needs?
In terms of change, do we support innovation? Do you choose to do nothing because you are afraid of the risks brought by change?
In terms of learning: Does our culture have the ability to transform the needs of the external environment into learning and action? Are we a learning organization?
A learning organization that can encourage innovation in culture and give priority to customers often adapt to the changes of the times.
Let's focus on Mission .
In the Denison organizational culture model, the mission is examined from three latitudes:
Simply put, the mission of a company means that we have to explain in culture: where is our direction, what is the purpose of work, what we want to achieve, and ultimately what we really want to change.
When we just founded Dan Ren Information in 2006, we had very few people and the future was unknown. The team only focused on the actual value of our work and was even embarrassed to introduce ourselves to our customers more, including our company.
Gradually, we began to have stable customers, and the team began to pay attention to the professional value of their work, combining the thinking of e-commerce and marketing to help customers create value.
Later, more and more customers came here, and the team members also needed to expand. I hope that when they came to this company, they would realize that we were not working for money or working for work.
instead lies in those greater social values. We are helping enterprises grow and creating employment for society.
It's like I'm laying bricks, and when someone comes to ask me "what are you doing", I want my colleagues to tell everyone that we're building a skyscraper, or we're building a church, rather than saying, I'm laying bricks to support my family.
I need to let the team and customers understand that we are doing something great, creating the future, building a "skyscraper" or a "chapel" can create a different view of the world, even if we can't do it now, the direction and dreams are there.
Just like in 1997, when Jobs returned to Apple , the first thing he did was to change Apple's mission and vision again, and create a very classic marketing advertisement "Think Different", which rekindled the soul and brand of Apple .
Jobs said at the time: "Our customers want to know what Apple is, what it represents, and what our positioning in this world is.
The purpose of our existence is not to build a machine box that allows people to work. Although we are very good at it, Apple's core and deep values are to believe that those passionate people can change the world forever. We already have the opportunity to work with such people. Only those who are so crazy that they think they can change the world can finally truly change the world."
Until today, this is the best interpretation of Apple culture.
Therefore, the task of a leader is to take employees from where they are now to a new field and become a team that wants to work together to change reality and realize their ideals.
If adaptability and mission belong to the corporate culture part that can be paid attention to from the outside,
Then, Participation and consistency belongs to the support of inner culture and the ability to be harmonious internally.
The so-called participatory nature is actually not difficult to understand. It mainly involves the cultivation of employees' work ability, ownership and sense of responsibility.
In terms of authorization, is the employee mechanically executing your commands, or is he truly authorized and has the courage to take responsibility?
In teamwork: Does the company rely on individual soldiers to fight, or do employees encourage cooperation with each other and use the team to achieve common goals?
In terms of personal ability: Does the company pay attention to the wishes of employees, continue to invest resources to train them, and let them continue to grow?
The culture of a company does not involve its own employee part and does not mention the participation of employees, then the culture of this company is just a decoration, gold and jade, and a shady piece of it.
Similarly, consistency is used to measure the cohesion and centripetal force within the company and to test whether culture has vitality.
It is divided into three dimensions:
Core values: Does the company have values that everyone believes in and strongly agree with that can still affect employees' behavior without anyone supervising it?
Consistency: In key decisions, can organizational members reach a high degree of consistency from top to bottom and firmly take action?
Coordination and integration: Can the company's functional departments and businesses work closely together? Will the boundaries between departments become obstacles to cooperation? Are they fighting each other, or are they working together like arms and fingers?
A company's advertisements may be scams externally, but internal culture will not.
Through these four cultural characteristics and twelve dimensions, we can understand more accurately what the difference between a company's culture and obvious characteristics is.
If a company's culture emphasizes adaptability and participation, then the organization tends to respond quickly and be more flexible. If they emphasize mission and consistency, such organizations tend to be more stable.
However, if a part of it is missing, we should reexamine our culture.
So, no matter we are entrepreneurs, executives, or employees, whether you like it or not, I suggest you try to understand and diagnose your corporate culture in depth and find your current position.
Remember, the culture of a company is related to people and you.
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Editor in charge | Luo Yingfan
The pictures in this article are from the Internet
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