How do you evaluate the impact and value of culture on performance and innovation?

Within a large organization, there are departments which can have their own subcultures that get perpetuated. A lot depends on the goals and vision from the top. For example the culture of innovation adopted at the top of the organizations (such as Apple or IBM for example) manifests in different ways at the Research & Development department versus Sales division. While the former focuses on inventing new things and going after patenting, the latter is manically focussed on how to take those inventions & patent portfolios to market and increase Sales & Revenue numbers. Thus the culture gets a boost from the expectation set by management.

Culture is your brand! Culture is a state of being, it defines how you are known as. Brand is recall factor. Culture is shared DNA of an organisation, the core of it. And that core gets reflected in each and every transaction.

To evaluate the impact and value of culture on performance and innovation, it's important to define the dimensions of culture. Some common dimensions of culture include values, norms, communication, leadership, and artifacts. Culture can have a significant impact on performance and innovation, as it shapes the way people think, communicate, and behave in the workplace. By evaluating these dimensions, organizations can assess how their culture is impacting performance and innovation and make changes as needed.

onething i find helpul is asking these 3 questions of board, high level managers and employees: 1- Why People work here? 2- why clients buy your products or services? 3- Why people left here to find better situation? the common value in these three dimensions, make a core value. But when they are not close to each other or a big gap between employees , managers and board answers it means this culture needs to be clarify for al, make action plan and redefine the behaviors which are appreciate.

It is important to honor the history of a culture before creating a vision for a new future. Honoring history is an important exercise which involves looking at key moments in time, key people who came and left, key initiatives that took place and what impact these had on the culture today. Leaders can then decide what they want to let go of and what they want to keep from their history when designing a desired future.

If your culture is pro team work, have more focus on team KRA than individual. That will keep team members happy and aligned. You must then use it as strength to define future objectives and strategy.

in my exprience, comparing the first impersion of company in the view of employees to current situationcan give us interesting information

The desired culture refers to the values, beliefs, and behaviors that the organization aspires to have in order to achieve its goals and objectives. This can be articulated in the organization's mission statement, core values, and other communication channels. The desired culture is often shaped by the organization's leadership and reflects the organization's strategic priorities and vision. The actual culture, on the other hand, refers to the values, beliefs, and behaviors that are actually present among employees in the organization. This can be assessed through observation of how people interact, the stories that are shared, the symbols and artifacts that are present, and the way decisions are made.

I think this is incomplete. It’s really important to align the future state culture with the ecosystem the enterprise is operating in. If the ecosystem requires innovation, the culture should become more innovative. If the ecosystem requires efficiency, the culture should emphasize efficiency. Think of it like Darwin’s finches, to survive, the enterprise must adapt its culture to its environment. The internal perspective (e.g., vision, values, capabilities) matters, but so does the external (strategy, Market, consumer, etc). https://www.neiltambe.com/blog/2016/4/9/how-to-actually-build-a-culture-what-ive-learned?format=amp

To create a culture that transcends individual contributions, you need others to share and embrace your vision. This requires explaining the "why" behind your actions and goals, even if it takes extra effort. For instance, if you want your remote team to use cameras more often during calls, simply requesting participation may not be enough. It is likely you will need to do a lot of follow-up and reminders. Instead, invest time in talking to your team about the importance of non-verbal communication and how using cameras can enhance efficiency and understanding. This approach is more likely to inspire ownership in the shift towards a more camera-friendly culture.

The key is getting everyone to call out in the moment, old cultural habits when they see them. Collectively as a team they need to hold each other accountable to the new culture and the norms, behaviors and expectations that come with it. Without this constant reinforcement people will go back to the "old ways of working" and thus the old culture will permeate everything again.

ome outcomes and indicators that can be linked to culture include: Employee engagement: Engaged employees are more productive, innovative, and committed to their work. Turnover rates: High turnover rates can be a sign of a negative or dysfunctional culture. By tracking turnover rates and comparing them to industry benchmarks, organizations can assess whether their culture is attracting and retaining top talent. Innovation: A culture that values experimentation, risk-taking, and creativity is more likely to foster innovation.

“Once you have a clear picture of the desired and actual culture, you need to link culture to the outcomes and indicators that matter for your performance and innovation.” This statement is one that needs to apply to all levels. The picture is pointless at lower levels where the work is being done if employees do not see, understand, or share in the purpose of that picture. There is a big difference between employment and a career and knowing which an employee falls under is the starting point for leaders and managers to determine how to link culture at the individual level. Once an individual begins to adopt the culture, then they will begin to incorporate efforts to achieving the outcomes in the best interest of the organization.

To evaluate the effectiveness and value of culture, organizations can use methods such as culture audits, employee feedback, performance metrics, benchmarking, and cultural change initiatives. These methods help assess whether an organization's culture is aligned with its goals and creating value for the organization. By evaluating culture in this way, organizations can identify areas for improvement and make data-driven decisions to strengthen their culture and achieve their goals.

A strong and positive culture can lead to increased engagement, satisfaction, and performance, while a weak or negative culture can lead to negative outcomes such as high turnover, low morale, and decreased productivity. By understanding the strengths and weaknesses of culture, organizations can focus on building on their strengths and addressing areas that need improvement.

To recommend and implement changes to culture, organizations should first analyze the current culture to identify strengths and weaknesses. The desired culture should be defined based on the organization's vision, values, and goals. A comprehensive change plan should be developed with clear timelines, milestones, and metrics. Communication of the changes is critical to gain buy-in and support from stakeholders.

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