Map and Transform Your Company Culture
Culture is the new social media. Everybody is talking about it, but it's hard to know what to do about it.
Charlie Araujo is on a mission to transform IT. His book, The Quantum Age of IT: Why Everything You Know About IT Is About To Change, is an important read for CIOs looking to transform at the speed of reality (or a little faster).
Araujo wrote Culture Mapping: A Workshop in IT Transformation for InformationWeek today. I was thrilled to see the work of Science House captured so concisely. While we work with leaders across industries, the applications for IT are especially important, given the demands faced by IT professionals to transform the way business value is understood and delivered in a new collaborative ecosystem that increasingly includes third-party vendors we can deliver solutions quickly and inexpensively. Araujo wrote:
The Culture Map could dramatically change the way IT executives approach the cultural transformations necessary to create next-gen IT organizations.
As the name implies, a Culture Map is a visualization of an organization's culture. Through the mapping of seven different cultural archetypes, the map creates a sort of cultural fingerprint for the organization. It lets an organization map its current culture and, by doing so, understand which elements may be holding it back from becoming the type of organization it wants to become.
While most senior IT executives have come to understand the importance of cultural change, they haven't had an easy way to articulate either the current or desired culture. The Culture Map visualization tool does just that, helping leaders create a "future state" cultural fingerprint aligned with their organizations' goals and objectives, making it much easier to institute the needed changes.
Most importantly, the process lets us rank and prioritize the action items to create a path to the future state, cutting rapidly through some of the bureaucracy and nebulous haze of ideas about culture that often hold a company back.
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Rita J King is the EVP for Business Development at Science House, a cathedral of the imagination in Manhattan focused on the art and science of doing business. She is a strategist who specializes in the development of collaborative culture by making organizational culture visible so it can be measured and transformed. She makes Mystery Jars, writes about the future for Fast Company and invents story architecture, characters and novel technologies for film and TV as a futurist for the Science and Entertainment Exchange. Follow @RitaJKing on Twitter.
Global Business Relationship - Business Analytics Architecture at Abbott Nutrition
10 年Wow, this is a different way of looking at business since we have been always focusing on changing the IT transformation but this article implies that we need to focus on not just the nuts and bolts but hearts and mind of the human capital. Love it.
Yes, culture is really important, and shaping the evolution of organisations. Several approaches have been created to help mapping and transforming culture. Richard Barrett is one of the main authors about it at the moment, with a wide range of CTT (cultural transformation tools) available. But also other models have been created by Hall and Tonna, Human Synergistics or Extraordinary Leadership. All of them help to describe and map the current and desired culture. Recommended!
Career Success Coach, Resume Writer, Bio Writer, Federal Resume Writer | Helping Others Redefine What is Possible
10 年Culture drives so much in the organization. You hire to fit the culture. That doesn’t mean that the culture of the organization is necessarily a good one and often times it needs to be transformed. There should be much thought that goes into the process since it is so crucial for the business.
People are the most valuable resource any business has. Let's work together to help you hire better , support, motivate and reward your team for less turnover, higher productivity and success for all!
10 年I'm not from IT but have been around many organizations over the with varying degrees of synergy on one side to complete disfunction on the other. Experts can analyze the particulars that make a work culture productive but one of the key elements I have observed is a common desire to work hard and be successful...as an organization. Work style, hidden agendas, sensitivities, conflicting goals, personality issues, etc. can tug and pull at the productivity of a group, but if there is a strong, common shared desire for the organization to provide a superior service and the group shares in that success, work culture issues can be addressed much more readily.