American Strategic Management Institute

Re-Aligning Corporate Culture to New Business Strategies

An organizationês -how they do it" refers to the corporate culture that represents employee assumptions about how to function and react to the environment. Many training and consulting organizations describe corporate culture as an afterthought that can be changed to suit any new strategy that is proposed by management. What they do not realize is the tremendous influence that culture has on strategy formulation, process reengineering, and implementation efforts. Your culture exists because it has been successful in providing unspoken clarity in an uncertain business environment and for better or for worse, it got you where you are today. That is precisely why it is no small endeavor to change your culture without careful planning and support mechanisms.

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Re-Aligning Corporate Culture to New Business Strategies
DAY ONE: Aligning Corporate Culture, Strategy, and Performance Targets

Module :1 Analyzing Existing Corporate Cultural Assumptions and Values
• Evaluating links between processes, performance and underlying assumptions
• Analyzing strategic vision and objectives within corporate culture setting
• Assessing relationships between employee attitudes and performance
• Identifying cultural forces and resistance to change that will impede maximum performance

Module 2: Defining the Designed Culture Based on the New Organizational Strategies and Performance Targets
• Defining new values and principles consistent with corporate strategy
• Identifying specific cultural behaviors that are consistent
• Defining competencies that will reinforce the new assumptions, beliefs, behaviors and methods of the new culture

Module 3: Aligning Performance Measures and Metrics throughout the Organization
• Establishing accurate, timely, relevant and useful performance measures
• Integrating multi-functional objectives that drive organizational success
• Identifying direct links between operational and financial performance

DAY TWO: Organizational Re-Alignment for New Strategic Directions

Module 4: Transforming Assumptions, Values, and Performance
• Unlearning/disconfirming expired assumptions about strategy and performance
• Developing learning systems that drive re-learning of new strategy-specific objectives
• Freezing performance though support and reinforcement systems

Module 5: Reinforcing Performance for Long-Term Impact
• Implementing reward and recognition programs for strategy-consistent performance
• Empowering managers and employees to seek performance efficiencies and enhancements
• Identifying specific linkages between performance and organizational/financial growth