Enterprise Culture
An organization’s culture reflects the attitudes, mindsets, and values.
We are often able to recognize the type of communications governing the organization, disciplining and encouraging individuals, and the values in that culture by observing the behavior of employees.
Furthermore, without valuing these points and understanding the culture of an organization, we cannot transform the organization into something more developed.
At this stage, we use tools to understand the culture of an organization from the empathy phase to the first phase of the design thinking process.
We first start by knowing the organization, which leads us to a better understanding of the change strategy needed.
The methods that helped our team to better understand the organization in the empathy phase are:
Defining Culture
After examining all of the above, we define the current cultural conditions of the organization, which we call situation A.
All perceptions and information obtained from the steps expressed in MAKH’s interdisciplinary team were reviewed and analyzed, and what was perceived as the governing culture of the organization was presented and validated in a meeting with the members of the organization.
So, all of our team’s perceptions were categorized in several cultural styles. Moreover, the strengths and weaknesses of the culture are extracted and considered by the team in the presentation and validation stage.
Accordingly, the extracted information is presented at a meeting between our team at MAKH and the organization’s senior and middle managers to get their feedback on their cultural style.
Additionally at this stage, according to the chart below, 8 cultural styles categorized from the surveys are prepared for the organization without knowing the priorities.
We ask them to independently and individually prioritize these cultural styles according to their own opinion.
This is the finalizing stage of organizational culture style from the shared perspective of the consultant and the organization.
In this section, we try to reduce the discrepancies and align the studies of the consulting team with the ideas of the management team and the body of the organization.
Culture Style
First, the cultural styles of the organization are identified, the question arises whether these cultural styles can help us to change and grow the organization? If not, which culture should be changed?
In case of change, which cultural style can be replaced based on the organization’s vision and goal?
Briefly, the MAKH team achieved three distinct cultural styles with the participation of the organization. The criteria for prioritizing these three styles were the following two factors:
consequently, according to the vision and goals of the organization, we changed one of the cultural styles and replaced it with an improved style. One major factor that should not be forgotten is the study of the culture that dominates this industry on a domestic and international scale. It should be noted that the dominant industry is effective in shaping the organizational culture.
This knowledge of the organizational culture provides a context in which we can extract the core values of the organization, and define its identity of it.
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