Category: Strategic HR

Strategic Innovation – The AVAC framework (Activities, Value, Appropriability, and Change)

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By Posted on March 7, 2015 in Culture and the Integrated Workplace, Strategic HR

In his book Strategic Innovation, professor Allan Afuah provides us with a comprehensive strategic framework for assessing the profitability potential of a strategy or product.- the value of “new game” strategies –  in the face of rapid technological change and increasing globalization.
It’s not enough to create value in new and different ways, he says. Nor is it sufficient to merely capture value today. To compete and win, firms may need to rewrite the rules of the game altogether, overturning existing ways of both creating and appropriating value.
The most important thing, he stresses, is that a firm pursue the right new game strategy… (more…)

Awaken your management skills

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By Posted on March 7, 2015 in Culture and the Integrated Workplace, High Performance Leadership, Strategic HR
Buddhist trained HR executive, Michael Carroll, author of the Mindful Leader: Awakening Your Natural Management Skills Through Mindfulness Meditation applies the key principles of mindfulness and how they could apply to leaders of organizations. He argues that mindfulness in leaders and their organizations can:

  • Heal toxic workplace cultures where anxiety and stress inhibit creativity and performance;
  • Cultivate confidence;
  • Pursue organizational goals without promptness;
  • Lead with wisdom, not only with ambition, relentless drive and power;
  • Develop innate leadership strengths.

seo data . ip info .

Is the bureaucracy killing you and your organization?

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By Posted on March 7, 2015 in Strategic HR

When Bureaucracy Kills Leadership (and Your Organization)

I recently encountered an organization where succession planning – the hiring of a new Chief Operating Officer – was completely held up because the Human Resources department had not received a signature from the CEO, who was on an extended trip. Inquiries about the position went unanswered and leaders in the organization were unable to get things unstuck because of strict adherence to the “rule” (“No signature, no progress”).

It reminded me of when the bureaucracy at my former institution completely shut down my laboratory for a week – all because of a lightbulb. Our single overhead bulb had burned out. We called the Buildings and Grounds department, and of course a form had to be filled out, but were told that completing orders could took 3-5 working days. I brought in a desk lamp from home so that my research assistants could continue their work. When, days later, the B&G workers showed up, we were told that we needed to have an energy-saving bulb, but those bulbs were on backorder. Later, I noticed the students were standing outside the lab. seo data . “Why aren’t you working?” I asked. “They took the bulb out of your desklamp” It wasn’t up to the new code.

Peter Drucker, the Father of Modern Management, warned that it only takes about twenty minutes for a bureaucracy to take hold. Drucker also said, “bureaucracies are about rules, not results.” Now don’t get me wrong, bureaucracies have many positive aspects. They provide guidelines and standardized procedures that provide uniformity in goods or services, and when appropriately used they can lead to fair treatment. However, when small-minded people adhere strictly to the bureaucratic code, without critical analysis, without thinking about the broader implications, and neglecting the overriding mission and goals of the company, it can kill the organization.

Here is when bureaucracies fail:

When the bureaucracy kills the organization’s “humanity.” If people in the organization simply communicate respectfully with one another, they can determine if the rules should be applied, or if a reasonable exception can be made. In the HR example above, there simply was no direct communication (and no feedback at all that the process had been stalled).

When the bureaucracy conflicts with the organization’s mission or purpose. In my lab, the issue was how can we continue to do our work? Rather than shutting us down, an exception should have been made to allow the work to continue. In a service-oriented environment, the someone in the Buildings and Grounds department should have become involved and tried to keep us in operation.

When the bureaucracy impedes progress. The rules and regulations of a bureaucracy need to enable the organization to achieve its goals. ip info When a rule impedes progress, the rule needs to be immediately reevaluated.

How Does a Leader (or Anyone) Combat the Bureaucracy?

It takes character. We use a virtue ethics approach to leader character that focuses on the 4 cardinal virtues: Fortitude, Prudence, Temperance, and Justice. It takes fortitude (aka “courage”) to battle the bureaucracy. Prudence is acting wisely. Temperance is needed to keep from getting angry and lashing out. Putting the humanity back into the situation – sitting down with other leaders and department heads to solve the problems is the way to go. And, the issue of justice, or fairness, is important. We need to consider what’s fair for all the parties involved, and the broader implications.

In short, bureaucracies are good when they work for us and our organizations, but they can easily become misaligned from the purpose and mission of the company. In other instances, people within the organization can use the bureaucracy for their own selfish purposes (e.g., to avoid work, to “punish” those they don’t like). It is our job as leaders, and empowered followers, to make sure the bureaucracy is working positively for the entire organization.

Post published by Ronald E Riggio Ph.D.  in Cutting-Edge Leadership

Thinking Ahead as a True Leader

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By Posted on March 7, 2015 in High Performance Leadership, Strategic HR

The ability to ‘think ahead’ and plan a strategy, implies keeping in touch with employee opinions, technological advances and market trends that will help shape your vision – to be shared. Leaders, by definition, must have followers that aspire to the leader’s vision. Once you’ve  ‘thought ahead’ into the future, you need to communicate your vision with conviction and confidence, as to inspire, energize and unite your team.A leader must be capable of shaping internal politics that will support performance improvement initiatives. During times of change, uncertainty and fear reign supreme. ip info As a result, leaders confronting strategic and organizational change, have to manage communication effectively. seo data As a leader, you have to portray a compelling vision for the future, while implementing change.  Processes that build a shared vision of the future, create positive coalitions, and allow open expression of competing views will prepare people for the change.

Motivating people to peak performance is a must of  leadership. But how can you unleash the full individual emotional commitment and collective potential of your people so that they achieve higher levels of performance?

Generating emotional energy and commitment takes time and effort, as to ensure that the right balance between achieving the task, building the team and  sustaining morale.

Tuning into their Brain – Employee behaviour for enhanced performance

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By Posted on March 7, 2015 in Culture and the Integrated Workplace, High Performance Leadership, Strategic HR
Organizations have some form of program designed to nurture high-potential employees. However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves  produce disappointing results.

Disengagement of employees also is remarkable: One in three emerging stars reported feeling disengaged from his or her company.
Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.Why do companies have so much difficulty in their succession planning?

The Corporate Executive Board’s research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development. When dealing with high-potential employees, firms tend to make six common errors: assuming that all of them are highly engaged, equating current performance with future potential, delegating the management of high potentials down in the organization, shielding promising employees from early derailment, expecting stars to share the pain of organization-wide cutbacks, and failing to link high potentials and their careers to corporate strategy.
In other words “tune into their brains”.

Having knowledge of how our brain functions facilitates enhanced performance.

Key points to take into account are:

  • Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness.
  • Allow time for your people to integrate learning into long-term memory.
  • Fairness and respect gives brain a chemical boost.
  • Stress inhibits clear thinking.
  • Uncertainty arouses fear that decreases the ability to make decisions.
  • Employees need some ownership over situations to better accept change.
  • Engaging people in more active learning techniques improves retention.
And here are some things you should do to keep your top talent on track:

  • don’t just assume they are engaged – give them stimulating work, a chance to prosper, and recognition or they will walk
  • don’t mistake current high performance for future potential – test candidates for ability, engagement, and aspiration
  • don’t delegate talent development to line managers – this will limit the talents access to senior members
  • don’t shield talent – place talent in live fire roles
  • don’t assume top talent will take one for the team – compensate top talent differently and creatively
  • don’t keep young leaders in the dark – share strategy with them

What makes the Millennial Generation tick?

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By Posted on March 7, 2015 in High Performance Leadership, Strategic HR, Uncategorized

Manage Millennials successfully.

Here are the keys.

Part of successful leadership is adapting your leadership style or behaviors to address the qualities and needs of the followers – a component of the highly-effective transformational leadership. The emerging group of workers – who most are calling the “Millennial Generation” – born between 1980 and 2000, are a different breed than the generation before them (Generation X) and the Baby Boomers before them.

Here are the ways in which Millennials differ from their predecessors:

They are Technologically Savvy. Obviously. They grew up with PCs, the Internet, and i-phones. They embrace, rather than resist, new technology (as opposed to Boomers). AND, they are interconnected. Bully an employee and you will end up on eBosswatch, Rate My Boss, or another on-line “evaluation system” – and their 840 facebook friends will instantly know all about it, too.

They Play Well With Others. (Good in teams). Millennials are so networked that they are never truly alone. They can collaborate and aren’t afraid to ask others for assistance (as opposed to the do-it-alone, Gen Xers).

They Want the World (and They Want it Now). Millennials are hopeful, and cautiously optimistic. seo data . They are “civic-minded” and want to change the world and make it a better place, but they are impatient about it. Millennials grew up volunteering in school and elsewhere, so they are committed to social causes and to righting the world’s ills.

They Want Recognition and to Be Taken Seriously. Doted on and empowered by their parents, Millennials want their ideas to be heard. They want to participate in decisionmaking, and they don’t believe much in the authority hierarchy or in the idea of having to have “put in time” or “earn your stripes.”

They Want Employee-Centered and “Fun” Workplaces. With the tough job market, Millennials are realizing that they need to be creative, flexible, and innovative to support themselves. But, the thought of spending their lives in a traditional corporate environment is seen as a fate worse than death. Google and other cutting-edge organizations realize this and have developed creative, fun, and employee-centered environments to attract and retain the most talented Millennials.

So, how do you manage and lead Millennials?

Take into account their needs. Realize that they are creative and good at multi-tasking, but they need structure. In their creative hubbub, they might get lost without it. Take advantage of their tech-savviness and their ability to work together well.

Importantly, Millennials are idealistic and have a strong sense of what they want their leaders to be. In short, they want their leaders to be heroes (superhero movies are box-office winners with Millennials), who have integrity, and a sense of fairness and concern for employees. Leading the Millennial Generation successfully is going to be the key to success in the near future.

There are a variety of resources and an emerging body of research on Millennials. There is a great deal of attention to Millennials from colleges, libraries, and in the career and recruitment literature because most Millennials are still in school or just emerging into the workplace.

Post published by Ronald E Riggio Ph.D. in Cutting-Edge Leadership

Sujansky & Ferri-Reed  “Keeping the Millennials (link is external)”

http://www.pmaef.com/articles/generationalstudies/ManagingMillennials.pdf (link is external)

The 3 key elements & the 8 key aspects of mindfulness meditation

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By Posted on March 7, 2015 in Culture and the Integrated Workplace, High Performance Leadership, Strategic HR, The Future of Work & Next Generation Enterprise Growth Themes

Our modern world has become unbalanced, with little time allocated for just “being” and reflection.  Mindfulness can restore that balance to leaders and workplaces. Mindfulness, practiced  in organizations, can be a powerful antidote to the fear and aggression build-ups.
High-performance organizations, such as  Apple, Procter and Gamble, Unilever, Raytheon, Microsoft, SAP, NortelNetworks, Comcast, Yahoo, Google, eBay are offering employees classes in mindful meditation and senior executives such as Bill Ford Jr., Michael Stephen, Robert Shapiro and Michael Rennie practice regular mindful mediation as part of their leadership-enhancement routines.

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Mindfulness can restore balance to leaders and workplaces

Research contests that  mindfulness-enhanced traits include the capacity to suspend judgments, to act in awareness of our moment-to-moment experience, to attain emotional equilibrium.
Jon Kabat-Zinn, founder of the Mindfulness-Based Stress Reduction Clinic at the University of Massachusetts Medical School, describes mindfulness as “paying attention in a particular way, on purpose, in the present moment and non-judgmentally.” Other definitions are: “bringing one’s complete attention to the present experience on a moment-to-moment basis,” and  “it includes a quality of compassion, acceptance and loving-kindness.”

Researchers and mental health professionals contest that ancient mindfulness practices – originating in Hindu, Buddhist, Taoist and other traditions – hold great promise.
Daniel Siegel, a neuroscientist and author of The Mindful Brain: Reflection and Attunement in the Cultivation of Well-Being, contends that the development of perceptional blind spots is a killer.

David Rock, writing in Psychology Today argues that “busy people who run our companies and institutions …tend to spend little time thinking about themselves and other people, but a lot of time thinking about strategy, data and systems. As a result the circuits involved in thinking about oneself and other people, the medial prefrontal cortex, tend to be not too well developed.” Rock says “speaking to an executive about mindfulness can be a bit like speaking to a classical musician about jazz.”

The three fundamental elements of mindfulness are:

  • objectivity,
  • openness, and
  • observation

All together, create a threefold that enable the mind to become conscious of its mechanics and liberate it from its preoccupations of indecisiveness.

There are 8 key aspects to mindfulness meditation :
  • Focusing 100% of your attention on tasks in hand
  • Assuming the role of an impartial observer, and not judging whether things are good or bad.
  • Our brains are built to have you react automatically, without thinking. Displaying patience, by accepting that things are happening in the moment just as they are supposed to, and cultivating the understanding that things must develop in their own time, is a key aspect;
  • Being aware of how things are right now in the present moment, not as they were in the past, or your expectations in the future.
  • Sharing the willingness to observe the world as if it was your first time doing so. This creates an openness that is essential to being mindful.
  • Having trust in yourself, your intuition, and your talent.
  • Being open-hearted, as to transcend a quality of kindness, compassion, warmth and friendliness to  experience.
  • Avoiding attaching meaning to thoughts and feelings. Instead, let a thought or feeling come in and pass without connecting it to anything.

To become mindful leaders and tap into that power, leaders must:

  • Embrace the notion of becoming mindful partners. This requires building an awareness of the facts that what we plan for today may not work tomorrow. To succeed in an unknown future, leaders must acknowledge mistakes quickly when things are not turning out as they expected;
  • Be flexible in making changes quickly in an egoless manner. Become more open and accepting of the world and others, and their differing points of view;
  • Enhance their skills of leading through intuitive reflection;
  • Lean on their internal mindfulness reserves. Internal mindfulness is being aware of one’s body, emotions and thoughts and presupposes an attitude to monitor one’s inner reality.
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Staying Creative Under Pressure

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By Posted on March 7, 2015 in Culture and the Integrated Workplace, Employer Branding & Talent Management, High Performance Leadership, HR Administration & Transactional Outsourcing - Shared Services, Industries Reports & Case Studies, IT Function, Strategic HR, The Future of Work & Next Generation Enterprise Growth Themes

John Baldoni  a leadership consultant,and author of eight books, including Lead Your Boss, The Subtle Art of Managing Up, contests that creating urgency to save a sinking ship is imperative. Working long hours to do so is also critical, but working day after day for months on end without a break is a bad idea. When a team is crashing on a deadline, pulling together can be energizing. But when there is no deadline in sight, the long hours exact vengeance in the form of loss of energy as well as diminished commitment. Managers do not become more creative by working harder; they burnout more quickly. You need give people a break from the day to day flow of work.

Here are some suggestions for sustaining performance under pressure…

Set standards. The team leader must make it clear that during the crisis people are expected to assume a greater work load. The leader sets the example by taking more than his fair share of the work. Part of that work means being there for his team. At the same time, the leader does not need to decide how individuals must work. Often employees can decide how best to do their jobs. For example, mandatory meetings are fine, but every meeting need not be mandatory.
Get a buddy. One way to work smarter is to do what I have seen efficient organizations do. Team up with a co-worker to cover for you, not simply on vacations but also during times you will be out of the office. If your buddy is junior to you, then it can be a development opportunity. The leader can also buddy with a colleague or boss to stand in for him, too. Many organizations preach team as in collaboration but too few take advantage of treating teammates as partners. You can do more when individuals work together.
Mandate fresh air time. Get out of the office from time to time. This can be as simple as going out for lunch, or taking a walk in the afternoon. Clock time in the gym, too. Fitness is essential for tackling a heavy workload. The leader also sets the tone by making time for himself. When the team sees the boss taking a break (mental or physical), it gives the team permission to do likewise. Without the leader’s example, no one will follow through on making time for self.
Clocking long hours is not reserved for the corporate suite. Working in government, or even in the highest office in the land — the White House — can be grueling. President Obama vowed to make his administration family friendly, but as his chief of staff, Rahm Emmanuel quips, “It’s friendly to your [Obama] family.” As a result many staffers, as reported in the New York Times, are feeling stressed chiefly because they miss time with their families. Continued long stretches of working extraordinary hours will cause talented people to leave early.
Taking breaks is not the same as doing business as usual. It is an acknowledgement that people are your most valuable resource. They need rest and relaxation as well as an opportunity to reconnect with their families. Rather than diminish urgency, it heightens it. Getting outside of the bubble of work allows the mind and body to recharge and be better prepared to face the gauntlet of challenges that lie ahead.

21 Powerful Ways to Motivate Yourself When You’re in a Slump

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By Posted on March 7, 2015 in Culture and the Integrated Workplace, Employer Branding & Talent Management, Finance (Payroll & Compliance) Function, HR Administration & Transactional Outsourcing - Shared Services, Industries Reports & Case Studies, IT Function, Strategic HR, The Future of Work & Next Generation Enterprise Growth Themes

Slumps can be devastating. They can take an otherwise productive, happy person and reduce him to a lethargic, depressed, indifferent person.

So what do you do?
If you’re like most people, you take a break from all of your projects and aspirations.
And you spend some time feeling depressed and indifferent to progress.

After a few weeks or months have passed, you exit your slump, but you do so very aware of how much time you’ve lost and how many opportunities you’ve forgone.

In the remainder of this guide, I’m going to help you to avoid that scenario. Instead of losing weeks or months to this slump or the next slump, you’re going to learn 21 ways to re-motivate yourself, refocus your life and goals, become happy and productive; and leave this slump in the distant past.
1. Take Action. Before you landed in this slump, you had goals, dreams, and lists of things you needed to do to accomplish them. At some point, you lost confidence in these ideas and stopped working on your projects and carrying out your dreams.
Well, it’s time to pursue those dreams once again. And you can do so by taking action. Ignore your feelings of lethargy and indifference and focus on making tangible progress. As you start checking things off of your “to do” list, you’ll feel better about yourself and the possibility of accomplishing your goals.
2. Ratchet Up Your Efforts. Working hard does not guarantee that you will accomplish your goals. But not working hard will undoubtedly ensure that you do not.
Be mindful of this when you’re deciding what to do for the day. Don’t simply drift along, waiting for your projects to make sense of themselves. Take control, make plans, and move towards them each day.
3. Pay Attention to People Who Have Succeeded. Just because someone else succeeded doesn’t mean you will. But it can provide a motivational example of path to your goal that has worked for someone else.
So, cast aside your doubts, stop telling yourself that you can’t do what others did–and instead take their examples for what they are: a source of inspiration and hope. And, most importantly, a means to get out of your slump.
4. Learn by Doing. If you’re faced with a complicated decision with no clear answer, one of the best ways you can move forward is to simply do, rather than thinking.
What do I mean by this? Instead of persevering on the decision, pick one of the options in front of you; and move forward with your best effort to make it work.
If you fail ultimately, at least you can eliminate that path as a dead-end and then move forward with the other path.
5. Avoid Over-thinking. Thinking hard and carefully about many things is critical to success, but if taken to an extreme, it can become pathological. It can paralyze talented, driven individuals; and prevent them from attaining the success they would otherwise have.
So, next time you find yourself paralyzed by a decision, stop over-analyzing the situation–and just pick one path or the other.
6. Re-organize Your Work Area. No matter what you do, it’s always a good idea to have everything you need organized and within close reach. Re-organize your work area, so that it is a productive environment, rather than a sprawling, disorganized heap of documents.
7. Start Afresh. One frequent source of slumps is boredom. If you’re unhappy with your current routine, it may affect your ability to work and to accomplish your goals. Consider switching your daily routine to something new that excites you and motivates you to accomplish new things.
8. Reward Yourself. Surprisingly, slumps are very common among those who work hard. Why? Because, eventually they hit a wall, can’t figure out how to get around it, and keep working until they’re thoroughly burnt out and frazzled.
So, don’t do this. Set specific goals, accomplish them, and then reward yourself by taking the rest of the night off to relax. When you come back to your work, you’ll be happy and refreshed.
9. Visit a New Place. Instead of mindlessly chugging along with your daily route, break free and visit a new place. Take a drive to the beach or to a lake. Take a walk through the woods. Drive somewhere new and relaxing. Experience the small pleasures in life to demonstrate to yourself that there are reasons to move forward, to make progress, and to indulge in life.
10. Refocus Yourself. Slumps tend to make life feel unclear, unfocused, and pointless. Take some time to refocus yourself, re-think your aspirations, and decide what goals to keep and what goals to discard.
11. Schedule Things, Rather than Letting Things Happen to You. Don’t allow your schedule to morph into an unpredictable, unmanageable blob. Take the time to record things you need to do, schedule them into your life, and tend to them carefully. This is not only a good way to prevent disasters, but also to commit yourself to getting work done.
12. Physical Activity. The cause of slumps is not always or entirely psychological. In many cases, complacency and a lack of physical exercise can leave us in a mental fog. One cure for this problem is to get some vigorous exercise. Not only will it get your blood pumping and make your thoughts clearer, but it will also release endorphins, making you feel happy and more satisfied with your life and goals.
13. Eliminate Negative Thoughts. Skepticism and self-doubt are healthy when applied in moderation, but when they prevent you from achieving your goals, it may be time to reign them in. If you constantly find yourself doubting that you an accomplish something, instead re-direct your thoughts towards considering how you can accomplish it.
14. Challenge Yourself to Accomplish Something New. If you find yourself repeating the same tasks on a daily basis, you may become bored and complacent. Find ways to challenge yourself–for instance, by seeing whether you can do some task in half the amount of time–so that you engage your work and goals, rather than becoming indifferent to them.
15. Create Artificial Scarcity. Most people work best when they have no other choice. When that project is due in two days, you buckle down, stay focused, and get it done. But one week before that, you probably sat in front of the computer, “working” on it, but truly got very little accomplished.
Next time, start on the project later, rather than sooner. Save that extra time when you wouldn’t really be working to do something fun and refreshing.
16. Change Your Diet. Another frequent cause of “slumps” is diet. If you find your busy schedule forcing you into an unhealthy diet that causes you to put on weight and feel sluggish, put an end to it immediately. Not only will this help you physically, but it will help you to avoid the mental and emotional burden that comes with weight gain and unhealthy eating.
17. Spend a Day to Improve Your Productivity. Hard work isn’t the only ingredient in success. Another critical component is productivity. You can think about productivity as the amount you accomplish in each hour. So, spend an afternoon or even a full day figuring out how you can be more productive. This might simply mean re-arranging your filing cabinet or learning how to use certain programs on your computer better.
18. Simplify Your Goals. It’s often easy to convince ourselves that our goals have to be complicated and hard to achieve. But it many cases, there are achievable, simple goals that are still very desirable. So, take some time to decide whether you can make your goals clearer, simpler, and easier to attain.
19. Take the Path of Least Resistance. Instead of taking the path you think you “should take” or “ought to take,” instead focus on what paths cause the fewest problems and present the fewest challenges. If you can find and exploit these paths, you’ll save yourself time and make it easier to finish what you set out to do.
20. Sleep More. Many hard-working individuals whip themselves up into a frenzy; and convince themselves that they should never stop working. When taken to an extreme, this can be very detrimental to their goals. Keep this in mind when deciding whether to go to sleep or to keep working late into the night. If you don’t sleep, you might get more done tonight, but you’ll definitely be tired and get less done tomorrow. So go to sleep and come back refreshed tomorrow.
21. Make an Effort to Learn from Others. Rather than always focusing on your own stories and struggles, make a concerted effort to truly understand other people and their daily trials. Learn from them, absorb their stories, and use them to motivate yourself.
No matter how depressed and indifferent you feel right now, you have the capabilities to break out of your slump. You have 21 different ways in which you can do it. It’s just a matter of taking a handful of them, living by them on a daily basis, and pushing forward.
So, don’t let your slump get the best of you. Reclaim your career, your family life, your goals, your aspirations, and your hunger for new and challenging experiences. Leave this slump in your past; and return to your productive, happy life.

Written by Aurelius Tjin  
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Three Key Questions to Foster Competitive Advantage

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By Posted on March 7, 2015 in Culture and the Integrated Workplace, Employer Branding & Talent Management, Industries Reports & Case Studies, IT Function, Strategic HR, The Future of Work & Next Generation Enterprise Growth Themes

James Heskett, a Baker Foundation Professor, Emeritus, at Harvard Business School, examined the degree to which strategy, execution, and culture contribute to organizational success, via 3 key questions that reflect all aspects of competitive sucess:


1. If your organization’s performance (operating income) = 100%, roughly what percentage is accounted for by the quality of the organization’s strategy (clients we target; products, services and results we offer; the way we organize and compensate people, etc.) vs. seo data the quality of the organization’s execution of its strategy (the quality of our people, work, processes, decisions, etc.)?2. If your organization’s strategy = 100%, roughly what proportion of its effectiveness is dependent upon and accounted for by the organization’s culture (widely-shared values, beliefs, behaviors, rites and rituals, etc.)?3. If the execution of your organization’s strategy = 100%, roughly what proportion of its effectiveness is dependent upon and accounted for by the organization’s culture?

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