Ability to Create & Manage Culture
This refers to the ability to fully understand the relationship between strategy and culture as the
two major elements in business success. Here the practitioner must understand all the human
and organizational elements which impact the organization's ability to successfully deliver its
strategies, and be able to manage these holistically to ensure results are achieved. These include
organization design, direction setting, resource allocation, staffing, development and operation of
rewards and recognition systems, customer linkages and the development of leaders capable of
managing the strategy/culture "alloy".
The ability to create and manage culture involves skills in the following areas:
Organization Design
The ability to diagnose the situation, evaluate options, create design principles linked to/or focused on
delivering the outcome, and actual re-organization/re-design of organizational units to achieve results.
The design must link strategy and culture.
Communication
Development of the "teachable point of view" for change and all the needed infrastructure and integrated
systems to ensure rapid two way communications.
Values/Standards
The critical behaviors and beliefs needed in a new culture to support the achievement of results. Values
define the culture, standards provide the norms for daily transactions/interaction. In P&G the principles,
values and purpose (PVP) provide the standard and guidelines for all interactions.
Staffing
The ability to help business leaders identify the people with the appropriate mix of skills and experience,
and to place them in the right positions in the organization to support the achievement of results.
Development of the Organizations
"Development" in this context speaks to the ability of the professional to understand the variable of
change, the desired direction of the business, and to as a result create a culture of the type needed to
match/fit with the strategies of the business to achieve results. It also includes being able to sustain and
improve this culture, thereby "managing" it.
Performance/Rewards
Understanding what successful performance means in the culture and being able to create reward
mechanisms to support the desired behaviors.
Customer Linkages
When the culture is created and operationalized it must include linkage to all customers, internal and
external, to ensure results. All customers must see their needs being addressed. The culture must
therefore be designed and guided to follow on this and see the linkages and interdependencies as crucial
to each and every role.
Leadership Competencies
It is critical that HR focus of developing leaders in a manner which ensures that they have skills,
experience and the sensitivity to create and manage culture. Outages in this area mean the "alloy" of
strategy and culture are not created, and results suffer.
Core Skills Assessment
This refers to the ability to fully understand the relationship between strategy and culture as the
two major elements in business success. Here the practitioner must understand all the human
and organizational elements which impact the organization's ability to successfully deliver its
strategies, and be able to manage these holistically to ensure results are achieved. These include
organization design, direction setting, resource allocation, staffing, development and operation of
rewards and recognition systems, customer linkages and the development of leaders capable of
managing the strategy/culture "alloy".
The ability to create and manage culture involves skills in the following areas:
Organization Design
The ability to diagnose the situation, evaluate options, create design principles linked to/or focused on
delivering the outcome, and actual re-organization/re-design of organizational units to achieve results.
The design must link strategy and culture.
Communication
Development of the "teachable point of view" for change and all the needed infrastructure and integrated
systems to ensure rapid two way communications.
Values/Standards
The critical behaviors and beliefs needed in a new culture to support the achievement of results. Values
define the culture, standards provide the norms for daily transactions/interaction. In P&G the principles,
values and purpose (PVP) provide the standard and guidelines for all interactions.
Staffing
The ability to help business leaders identify the people with the appropriate mix of skills and experience,
and to place them in the right positions in the organization to support the achievement of results.
Development of the Organizations
"Development" in this context speaks to the ability of the professional to understand the variable of
change, the desired direction of the business, and to as a result create a culture of the type needed to
match/fit with the strategies of the business to achieve results. It also includes being able to sustain and
improve this culture, thereby "managing" it.
Performance/Rewards
Understanding what successful performance means in the culture and being able to create reward
mechanisms to support the desired behaviors.
Customer Linkages
When the culture is created and operationalized it must include linkage to all customers, internal and
external, to ensure results. All customers must see their needs being addressed. The culture must
therefore be designed and guided to follow on this and see the linkages and interdependencies as crucial
to each and every role.
Leadership Competencies
It is critical that HR focus of developing leaders in a manner which ensures that they have skills,
experience and the sensitivity to create and manage culture. Outages in this area mean the "alloy" of
strategy and culture are not created, and results suffer.
Core Skills Assessment
