Introduction to Organizational Culture

ORGANIZATIONAL CULTURE
Hyper Island, April 2016
@thomasreibke
thomas@belowthesurface.cc
www.belowthesurface.cc

HELLO!
My name is Thomas, I founded Below The Surface
Below The Surface is a group of experienced facilitators and
organizational practitioners. We empower teams and leaders to reach
their highest potential, and lead their companies in times of change
and uncertainty.

ORGANIZATIONAL
CULTURE
WHAT IS IT?

Culture is the collective beliefs,
values, and actions
organizational members use
to pursue a company’s
mission.
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Culture is the glue that holds
everything else together

Culture permeates every
aspect of your organization

Culture isn’t ping-pong
tables, post-its and company
away days!

ORGANIZATIONAL
CULTURE
IS IT REALLY THAT
IMPORTANT?

Culture isn’t just part of the
game - culture is the game!
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Enduring companies have
clear missions and clear
values.
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Without cultural alignment,
your strategy is just a plan on
a piece of paper.
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Culture is the only
competitive advantage your
competition can’t easily copy.

S&P 500 Russell 3000 Fortune 100
Best Companies to Work For
11.08%
6.41 %6.04 %
0
3
6
9
12
Comparative Stock Market Performance (1997-2003)
Source: Best Companies to Work For Institute
The best
companies perform 2x
times better thanthe averagemarket!

75% of the workforce will be millennials in 2025
90% of millennials want to use their skills for good
50% would take a pay cut to find work that matches
their values
FUTURE WORKFORCE

ORGANIZATIONAL
CULTURE
YOU DON’T PULL IT OUT OF
HAT

“Your beliefs become your thoughts. Your thoughts
become your words. Your words become your actions.
Your actions become your habits. Your habits become
your values. Your values become your destiny.”
- Mahatma Ghandi

Every human organization
creates a unique culture.

Culture is the collective
wisdom that comes from
lessons people learn when
they adapt and survive over
time.

- Beliefs, values and assumptions of founders
- Learning experience of group members
- New beliefs brought in by new members/leaders
- (The first one is by far the most important)
SOURCES OF CULTURE

ORGANIZATIONAL
CULTURE
WE SEE WHAT WE BELIEVE

The lessons of the past shape
our survival strategies for the
future.

The knowledge in our cultures
is always yesterday’s
knowledge, developed to
meet the challenges of the
past.

“The confidence people have in their beliefs is not a
measure of the quality of evidence, but of the coherence
of the story that the mind has managed to construct.”
- Unknown

It’s the 90% below the surface
that will sink your ship.

NORMS & BEHAVIORS
WHAT WE DO
BELIEFS & ASSUMPTIONS
WHAT WE BELIEVE
VALUES & ATTITUDES
WHAT WE SAY WE DO
Lessons
Survival

ORGANIZATIONAL
CULTURE
GREAT CULTURE COMES
FROM GREAT LEADERSHIP

Don’t F*ck up the culture!

IDEA
MARKET FIT
PRODUCT
CULTURE

Ask yourself and your colleagues:
- What values are most important to you?
- What values do you need in order to realize your mission?
- What are the most important values for business success?
- What values will you look for in employees?
- What could never be tolerated?
FORMULATE YOUR VALUES

We live the value of collaboration by:
“Always putting the customer before the company, the company
before the team, and the team before ourselves.” - Zappos
“Always making each other look good!” - Pixar
TRANSLATE YOUR VALUES

- Role-model your values
- Stand for your values
- Use your values in decision-making
- Turn your values into daily rituals and habits
- Interview for culture fit
- Evaluate performance on culture as well
- Revisit and update your values
- Celebrate your values
- Allocate resources (trainings, staff, space etc.)
LIVE YOUR VALUES

ORGANIZATIONAL
CULTURE
HOW WE READ IT?

SUB-CULTURES

Culture is what is taught to
new organizational members.

• Operators (based on human interaction, high levels of
communication, trust and teamwork)
• Engineers (elegant and abstract solutions to problems,
automation and systems)
• Executives (financial focus, lone hero, sense of rightness and
omni-science)
ARCHETYPES

1. Visit and observe
2. Identify artifacts and processes that puzzle you
3. Ask insiders why things are done that way
4. Identify espoused values that appeal to you, and ask how they are
implemented
5. Look for inconsistencies and ask about them
6. From the above, figure out the deeper assumptions that determine
the observed behavior.
CULTURE MAPPING

Culture Canvas
NORMS & BEHAVIORS
1. Visit and observe
2. Identify artifacts and processes that puzzle you
VALUES & ATTITUDES
3. Ask insiders why things are done that way
4. Identify espoused values that appeal to you, and
ask how they are implemented
BELIEFS & ASSUMPTIONS
5. Look for inconsistencies and ask about them
6. From the above, figure out the deeper
assumptions that determine the observed
behavior.
This work is licensed under the Creative Commons Attribution-Share Alike 4.0.
To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/4.0/
Culture Canvas by Thomas Reibke (Below the Surface) inspired by Edgar H. Schein.
Title / version / date:

1. Identify the sub-cultures
2. Identify the espoused values
3. Look for inconsistencies
4. Determine beliefs and assumptions
5. Use canvas to document and share findings
MAP THE CULTURE OF HYPER ISLAND

Introduction to Organizational Culture

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