Process and Tools
Building on Chapter 2, we continue discussing the management of corporate culture. First we present a systematic six-step process. Next, we identify and describe tools for managing corporate culture. Finally, we examine the need for culture management at different stages of organizational growth.
Our experience in working with companies suggests that the process of managing corporate culture can be as important as the content of the culture per se. Our approach is shown in Exhibit 3.1 and explained below. (Note: This is the process that was used by “Banner Corporation,” described in Chapter 2.)
As seen in the exhibit, the culture management process begins with identifying the current corporate culture. This is the culture actually influencing employee behavior—the culture that employees are living and breathing. The current culture may or may not be consistent with the company’s formal written values or culture statement (if one exists). In this step, it is important to identify how each of the five dimensions of culture—treatment of employees, treatment of customers, performance standards and accountability, openness to change and innovation, and company process orientation—is being currently defined within the company.