In a modern production organization, measurement matters. Successful companies have spent a great deal of time determining which activities they will monitor and measure on a regular basis. These real time data can help leaders keep track of the rate, pace, and flow of work through the enterprise and enables them to act should an adjustment be needed.
Financial data, production measures, performance ratings and the like are established, and a baseline is set. Results are monitored against this pre-determined standard and are shared with senior team members on a regular basis. As the saying goes, “what gets measured, gets done.”
Culture shock: Irrespective of their current state, senior leaders are almost always looking to improve their organization’s operating culture. Sometimes, this is prompted by a major event; a key client or team member is lost or there is open discord on display. More often, it comes as a vague but very real sense that things just aren’t right. Employees seem to have “checked out” and are going through the motions. Hushed conversations seem to be popping up more frequently. Managers are increasingly critical of their team members but don’t seem willing or able to intervene.
How team members behave, the way they treat each other and in turn, how they treat customers are critical elements of success. In the name of culture improvement, all manner of tactics are set in motion. “Culture teams” are formed; special events are held. Yet, often, these well-intended efforts are met with disappointing long-term results. Maybe an essential first step was overlooked.
As with any other operational improvement effort, the best place to begin is with an accurate, reliable assessment of where things stand now. This “current state” measure sets the baseline for monitoring the level of improvement going forward. The gap between this and the desired future state (the stated goal) is where the work needs to be focused. That’s where assessments come in. By far, one of the most reliable tools for measuring company culture is the Organizational Culture Inventory (OCI). Developed by Human Synergistics, the OCI gives an easy-to-understand snapshot of an organization’s culture at any point in time. Use this as a starting point, set concrete improvement goals and a timeline, then use the same assessment again to accurately gauge your progress.
It’s often been said that “culture eats strategy for breakfast.” Given its importance in organizational success, it makes sense to embark on a culture improvement process. Starting with a structured, reliable, and proven measurement will provide a benchmark against which your progress can be monitored. Culture improvement is every bit as critical as any other improvement effort in your organization, maybe more.
Interested in assessing and improving your organization’s operating culture? Contact me at [email protected].
