The purpose of this presentation is to identify the various strategies, cultures, structures

and

how you can adapt your behaviour to optimize the results of your initiatives within these parameters.

INTRODUCTION

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The goal for this presentation is that you will be able to:

1.Identify a corporate strategy, culture and structure as early as possible.

2.Adapt your behaviour to a given corporate culture.

3.Discover where you fit into the organizational structure.

4.Plan your communication accordingly.

5.Align your activities to the organization’s strategy.

6.Determine your role in rewarding the appropriate behavior within your team.

LEARNING OBJECTIVES

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STRATEGY, CULTURE AND STRUCTURE

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There are two ‘Fundamental Strategies’ which result in one or more ‘Value Disciplines’:

STRATEGY

Source: Geoffrey Moore / Michael Porter 4

Strategy is the compass used for making decisions

It creates a framework for the culture and determines the appropriate skills for leadership.

CULTURE

The Source: is based on William E. Schneider (The Reengineering alternative) 5

COLLABORATIONSpontaneityHarmonyHuman Interaction

CULTIVATIONInnovationCreative InvolvementRisk Tolerant

CONTROLDisciplineOrderStandardization

COMPETENCEEfficiencyCraftsmanshipSpecialization

CULTURE AND THE ORGANIZATION

Based on Source: Geoffrey Moore (Living on the fault line)

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COMPETENCE CONTROL COLLABORATION CULTIVATION

ORGANIZES AS Work Projects Hierarchy Persistent Teams Little As Possible

RECRUITS FOR Competitiveness Loyalty Trustworthiness Brilliance

ASKS How? What? Who? Why?

LEADS BY Expertise Authority Process Charisma

CELEBRATES Top Performers Making The Plan Team Work Creativity

PRIORITIZES The Work The System The People The Idea

CULTURE

CHERISHES Achievement Order/Security Affiliation Self-Actualization

CULTURE AND STRATEGY

Source: Geoffrey Moore (Living on the fault line)

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OPERATIONAL EXCELLENCE

CUSTOMER INTIMACY PRODUCT LEADERSHIP DISRUPTIVE INNOVATION

ORIENTATION TO TIME

KEY METRIC

CULTURE FIT

ORGANIZATIONAL LEADERSHIP FROM

Number of Misses

Operations/FinanceMarketing/Customer

Service Sales/Engineering Research/Development

Control CultureCollaboration

Culture Competence Culture Cultivation Culture

Internal (Rhythm)Competive Respose

Time Time to Adoption

Customer Re-Purchase Product Specifications 10x Advantage

Customer Response Time

Process Efficiency Customer Experience Offer QualityCategorical

Differentiation

STRATEGY

FOCUS

STRUCTURE

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STRUCTURE (FUNCTIONAL HIERARCHY)

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Description: These types of organizations divide

functional areas into divisions. Each division is equipped with its

own resources in order to function independently.

There can be many criteria to define the divisional structures.

STRUCTURE (DIVISIONAL HIERARCHY)

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STRUCTURE (MATRIX)

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STRATEGY, CULTURE, STRUCTURE – CASE STUDIES

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Culture not Aligned to Strategy

Organizational and Individual Resistance to Change

Inability to Identify or Respond to Disruptors

Excessive or Obsessive Focus on Risk/Reward

STRATEGY, CULTURE, STRUCTURE – CASE STUDIES

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Based on the Source: William E. Schneider (The Reengineering Alternative)

STRATEGY, CULTURE, STRUCTURE – HOW THEY RELATE

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COLLABORATION

Spontaneity Harmony Human Interaction

CULTIVATION

Innovation Creative Involvement Risk Tolerant

CONTROL

Discipline Order Standardization

COMPETENCE

Efficiency Craftsmanship Specialization

STRONG MATRIX STRUCTURE

FUNCTIONAL/DIVISIONAL STRUCTURE

SIMPLE/ORGANIC STRUCTURE

WEAK MATRIX STRUCTURE

Customer Intimacy Strategy

Operational Excellence Strategy

Disruptive Innovation Strategy

Product Leadership Strategy

Let’s check our goals…Are you able to:

1.Identify a corporate strategy, culture and structure as early as possible.

2.Adapt your behaviour to a given corporate culture.

3.Discover where you fit into the organizational structure.

4.Plan your communication accordingly.

5.Align your activities to the organization’s strategy.

6.Determine your role in rewarding the appropriate behavior within your team.

HOW DID WE DO?

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THANK YOU!

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