Business Culture Design (englische Ausgabe)

Although culture is what gives companies the ability to survive, it is often addressed only after problems have emerged. While it is true that corporate culture cannot be put into numbers, it can be visualized and modeled using the author's Culture Map. The values underlying all corporate cultures are represented in seven colors which combine to form individual patterns. The Culture Map can be used as a basis for successful change and innovation processes, mergers, and integrations. When managers and employees see where they are trying to go, it enables them to take the appropriate decisions and actions.

"This is the perfect (work-)book for those who want to know what makes their organization tick and who want to actively sculpt its success." Carina Kontio, Handelsblatt
"An extensive introduction to the topic of corporate culture with vivid case studies and graphics. Very attractive design and great visual transfer." acquisa

Autorentext
Simon Sagmeister is the "culture guy". He is the founder of The Culture Institute in Zurich and a partner at Science House in New York. Fortune 500 corporations as well as midsized companies around the world place their trust in his Culture Map approach.

Leseprobe
Introduction I will never forget the day that Dr. Simon Sagmeister first visited Science House on the recommendation of his uncle, Stefan, who is a well-known designer in New York. "My nephew has a tool that maps corporate culture," Stefan told me. I remember thinking: everybody has a tool. In working with leadership teams from large companies for over a decade now, I've seen a lot of tools. Finally, we found a time to meet when Simon was in the city. James Jorasch, who founded Science House, was busy in his office that day. I told him I'd meet with Simon and let him know how it went. As soon as Simon sat down with me in the Imagination Room at Science House to show me his laminated, multicolored hexagons, I was intrigued. Then he started explaining how the mapping works. Each hexagon represents a different dynamic, and every organization has all seven in different proportions. Companies that are extremely consensus-driven, for example, have a large green hexagon in their map. But what if they want to bring that tendency down and bring more candor and impulsive action into their dynamics? They can grow their red hexagon in the future state. The hexagons are different sizes, and they grow and shrink depending on the organization's goals and the way people interact with each other while they are accomplishing them. The hexagons instantly came to life in front of my eyes, and as Simon explained all seven, I could already imagine the maps of all the clients I'd ever had over the years. I knew their strengths and weaknesses, and wished I'd had such a powerful way to show them what they were and give them a chance to visualize their desired future state. I texted James to please come down and join us immediately. James is an inventor, investor and entrepreneur, and he knows a big idea when he sees it. When Simon left, I turned to James and said, "I couldn't love that guy more." The bell rang. It was Simon again. "I forgot to give you this chocolate bar that I brought from Zurich," he said. That tells you everything you need to know about the author of this book. He's brilliant, kind, provocative, and thoughtful. And he brings you chocolate. We decided that very first day to pursue a partnership with The Culture Institute, and it's been an incredible ride in the three years that Science House has been the exclusive North American licensee of Simon Sagmeister's Culture Map system. We use it to help our clients see themselves in a completely new way, and the results, time after time, have been transformative. Rita J. King New York, 2018 Rita J. King is a futurist, speaker, and writer. She is the co-director of Science House New York and serves as senior advisor to The Culture Institute Zurich. Rita works with senior leadership teams around the world to align values with business goals and advise on clear actions that trend toward the desired future culture. As a LinkedIn Influencer, she regularly inspires her 500,000 followers. Features by her or about her work have been aired on CNN and the BBC, and published in The New York Times, TIME, Fast Company, Le Figaro, Psychology Today, Inc., and many more. Chapter 1 Culture: In the Thick of Things Corporate culture in a nutshell "We need to make culture tangible!," my boss said to me. That was in 2004, and I remember the conversation well. "When we talk about strategy or structure, everybody knows what we're talking about right away. After all, it's right there on paper," he continued. "But when culture is at stake, all people tend to come up with are vague and vapid ideas." That company's management knows only too well how important a role culture has to play in an organization's development. Julius Blum, a global champion in the furniture industry, is still family-owned after three generations and employs more than 5,000 people. The mindset of their organization is something the owners have always taken seriously. Their corporate culture is something they never left up to chance. They knew that for a company to be successful, corporate culture had to be managed consciously. That is why the company wanted me on board. In the process of researching my dissertation, I was to make a scientific study of how culture could be managed on a practical level. After my studies, this was my first contact with professional life, but I had already gotten to know different cultures in several internships abroad. What is more, I had subliminally experienced the way corporate culture works growing up in my parents' family business. Now it was my task to offer a theoretical description of culture that would be of practical use to the company. So far, so good. I was interested in the subject from the start. But at the time, I was not aware that it would shape my professional career to this day. The iceberg model Anyone who takes a closer look at the current literature on culture will soon hit an iceberg. The iceberg model symbolizes the existence of various levels of culture: There are parts visible above the surface, but most of it is concealed under water and hence rather less easily spotted. It is on these hidden elements that the visible ones are built. Applying this scheme to corporate culture, the visible manifestations are the things that can immediately be seen (and heard): How are people dressed-in shorts and t-shirts or suits and ties? Are they sitting in closed offices or an open-plan loft? What do meetings look like? And who gets the best parking spot-the boss or the most successful salesperson? Or just whoever gets there first in the morning? The first time you enter a company, you find yourself bombarded by such cultural artifacts. Facebook, for instance, greets visitors with brightly colored murals. Some desks are decorated with big, colorful balloons-they indicate an employee's anniversary. At Virgin Atlantic, you are blasted with rock music before even reaching reception. Meanwhile, BMW's symbolically freighted, cylinder-shaped head office is best accessed through its futuristic museum, BMW World. However interesting such artifacts may be, they are merely a culture's visible symptoms, not its core. In other words, they are the tip of the iceberg. The crucial issues lie much deeper: These are the fundamental assumptions that are barely visible below the waterline. Culture is responsible for the way people perceive, think and feel, and for how they act accordingly. Yet only their actions are visible, that is, above the waterline. Their perceptions, thoughts, and feelings often lie concealed and can at best be guessed at. What underlies these manifestations is far more difficult to recognize than the easily visible elements of culture above the…

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