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    Conducting a corporate culture development session

    A session to assess the type of corporate culture of the organization and the formation of its value system.

    Will help you if you encounter one of the problems:

    There are difficulties in implementing changes; they constantly cause resistance from employees.

    High percentage of staff turnover: If employees are constantly leaving the company, this may indicate that they are not satisfied with the atmosphere in the company, there are difficulties in the corporate environment.

    Low indicators of motivation and involvement: Employees lack enthusiasm and motivation, the company is not able to involve them in the process of achieving corporate goals.

    Low efficiency of communications: There are problems with communication between departments, the management team and employees, and the exchange of information in the company is disrupted.

    There are no clear values, business goals are not formulated: If employees do not understand the company’s values or their formulations do not correspond to the real state of affairs, this often leads to disappointment and a situation of uncertainty.

    Frequent conflicts: These occur between individual employees or departments, as well as with managers, which may indicate an inappropriate corporate culture.

    Weak adaptability to change: The organization is extremely slow and inert when it comes to adapting to changing environmental conditions or responding to customer demands - all due to a non-adaptive or too rigid culture.

    The company lacks development and innovation: Typically, this is hampered by overly strict rules and regulations.

    The company pays little attention to the well-being and health of its employees: If employees do not feel that the company cares about their well-being, this can lead to decreased productivity and low motivation of the team.

    MAIN OBJECTIVES OF THE PROJECT

    Carry out a diagnosis in the management team of the type of existing corporate culture, as well as the “MEMEs”, attitudes and behavioral models that define this type.

    1

    Determine with the whole team in which direction it is desirable to change the corporate culture: agree on the type of culture to which you want to move, the corresponding “MEMEs, attitudes and behavioral models.”

    2

    Describe corporate values, focusing on preserving the best, getting rid of the unnecessary and developing.

    3

    Supplement the description of values with a list of recognizable examples of behavior.

    4

    Conducting the session:

    All key managers of the organization participate. We are completely immersed in the process for all 2 days of the session. We use the OCAI (Competing Values Model) assessment methodology, as well as the theory of spiral dynamics. The session is led by an experienced expert who has been advising companies on corporate culture issues for more than 20 years. Participants do not need to prepare specifically for the session; they will gain knowledge during the session. The format of the event is educational consulting (not a seminar or training). Designed for a large number of team interactions.

    PROJECT STAGES

    1

    We hold an introductory meeting with the participation of the customer

    2

    Determining group members

    3

    We conduct a 2-day session taking into account the settings that were discussed with the customer

    4

    We prepare a report on the results of the diagnostic session and give recommendations for further actions

    OUR EXPERTS

    Irina Sotnikova

    Co-Founder
    - A.maze.S

    Expert on Organizational Development
    Consultant

    To learn more
    ALL EXPERTS

    What is the external expert responsible for?

    • Objectivity: The external expert has no personal biases or strong emotions associated with the company, so you can count on his objective and independent analysis.
    • Rich experience and novelty of ideas: An external expert will be able to offer the company fresh ideas and share practical experience gained in working with other businesses - this increases the chances of finding new approaches and interesting solutions.
    • Data privacy: The external expert creates a safe forum for open discussion and exchange of views, while ensuring the confidentiality of information.
    • Professional experience: The consultant has extensive experience in the development of corporate culture, which allows him to provide the best results by helping to identify and correct problems in the culture. 
    • Independent view: An external expert has no interests within the company; he certainly will not hide shortcomings or strive to maintain the status quo. Therefore, you can count on his honesty and openness when assessing the situation.
    • High efficiency and caring attitude: An external expert is completely immersed in issues of culture development; he does not need to be distracted by internal disputes in the company or solving operational problems.

    AS A RESULT

    • The report prepared upon completion of the work describes the type of corporate culture desired and also formulates the management team's decisions on subsequent changes.

     

    IMPLEMENTATION ASSISTANCE

    • The report becomes the basis for a meeting, during which we will discuss the results of the project and give recommendations on how to proceed. And we’ll tell you about what other support we can provide you with in order to achieve the company’s business goals.

    CONDUCT DIAGNOSTICS OF CORPORAL CULTURE
    TO ACHIEVE BUSINESS GOALS

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    STRATEGY IS NOT A DOCUMENT
    IT IS, FIRST OF ALL, THE WAY OF THINKING
    OF THE WHOLE COMPANY