Correlating organizational culture to performance

8
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Transcript of Correlating organizational culture to performance

Page 1: Correlating organizational culture to performance

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Page 2: Correlating organizational culture to performance

ORGANIZATIONAL CULTURE: POWER RULES

Typical

Department

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Page 3: Correlating organizational culture to performance

CULTURE: GAME PLAYING

Building

Bridges

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CULTURE: EMPOWERMENT

Flatter

OrganizationDepartments:

Power Management

Is Gone

PerformanceMeasurement: Starting to Pay for

Actual Performance

Employees: Let Me Control

My Own Destiny

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Page 5: Correlating organizational culture to performance

CULTURE: CSQ3® PERFORMANCE

Departments: Centers of Knowledge

Performance

Measurement: Based on the

Delivery of Value

Employees: True Value

Flat Organization with a

Focus on Creating Competitive

Advantages

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COMPARING CULTURES TO A CSQ3® PERFORMANCE ORGANIZATION

Power RulesGame

Playing

Empower-

mentCSQ3®

Higher Costs +28% +18% +9% 0%

Longer

Schedules+30% +20% +12% 0%

Quality -50% ROI -35% ROI -20% ROI As Expected

Correlations based on Business Roundtable Report on “Best In Class” Performance

Achieve “Organizational Excellence” with CSQ3 ®

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Page 7: Correlating organizational culture to performance

0%

50%

100%

150%

200%

250%

1 2 3 4 5

Co

st

Inc

reas

e

Years

INCREASE IN COSTS FOR NOT IMPROVING

Power

Game

Playing

Empowerment

CSQ3® Culture

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Page 8: Correlating organizational culture to performance

IMPLEMENT A CSQ3® PERFORMANCE IMPROVEMENT OR CHANGE

MANAGEMENT EFFORT

Implementation is Easy!

Implement with Your In-House Personnel or with One of

Our Partners

CSQ3 Corporation Provides: Training, Guidance,

Support, and Certification

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