Consider a Silicon Valley technology company we`ve worked with. Although the company has developed a strong business and invested in unique technologies and high-level engineering talent, its revenue has begun to grow due to advances made by newer and more agile competitors in a stream of innovation and disruption of business models. Business leaders viewed the culture as undecided for the company and decided to diagnose, strengthen and develop it. We found a culture that focuses intensely on results, team based (care), and exploratory (a combination of fun and learning). The third step was to answer two questions about the discrepancies: (1) What does it mean to change? (2) What does that not mean to change? For example, a shift to a more team-oriented participatory culture, away from a culture of control, from the directive, meant that more emphasis was placed on teamwork, that more decision-making powers were transferred to lower levels, and that greater sharing of leadership roles was in place. This did not mean that the measures were abandoned, that individual liability was suspended, or that directives and procedures were ignored. The fourth step was to identify exactly what needed to be done, to implement the agenda of change developed over the last three heads of organization, and to often talk about the unusual natures of their corporate cultures and to consider their areas as particular workplaces. But organizations like Disney and Nordstrom, known for their unique cultures, are rare. View from viewpoint: 3 steps to grow a bespoke crop. Cultural forms are the concrete manifestations of culture.
They are composed of observable entities by which members of a culture confirm, express and communicate each other a cultural substance. Dan Daniels has used many cultural forms as leverage to transform the culture of Lockheed L-1011. He has transmitted his philosophy in colourful and easy-to-notice languages and proverbs (Snyder, 1988:197): An emergency culture of great urgency must quickly impose projects and react urgently to a changing market. A moderate level of urgency moves projects forward at an appropriate pace. A weak urgency means that people work slowly and systematically and value quality over efficiency. A large-emergency organization tends to be fast and supports a decisive leadership style. A low-emergency organization tends to be more methodical and supports a more thoughtful management style. These eight styles are integrated into our integrated cultural framework, depending on the extent to which they reflect independence or interdependence (human interactions) and flexibility or stability (response to change).