Culture Overview and Metrics
Changing an organization’s culture is one of the most difficult leadership challenges. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communication practices, attitudes and assumptions.
Utilities in particular face a steep challenge. The core of foundational performance enabling is the transformation of the enterprise from an entitlement culture to a performance culture.
• When asked which elements of workplace commitment most benefits daily operations, companies ranked culture at 80 percent and recruitment/retention at 70 percent. – Harvard Business Review
• Research suggests that between 66 percent and 75 percent of organizational culture change efforts fail. – Center for Creative Leadership
• An effective culture can account for 20-30 percent of the differential in corporate performance when compared with “culturally unremarkable” competitors. – Harvard Business Review
Why a Chief Culture Officer?
“Corporations live or die by their connection to culture.”₁
“Culture matters – it can make or break your company.”₂
“Fixing the culture is the most critical – and most difficult – part of a corporate transformation.”₃
“If you get the culture right, most of the other stuff will just take care of itself.”₄
“Your organization’s culture determines your results, and the results you want should largely determine the kind of culture you need.” ₅
The CCO is responsible for supporting the Chief Executive Officer and President in aligning the culture with the espoused values of the company, with particular emphasis on espousing and promoting the culture needed to improve the current environment.
The CCO is responsible for helping the Chief Executive Officer, President, and other key officers maintain awareness of all aspects of the culture, and to identify and address cultural issues and concerns.
The CCO must demonstrate deep business acumen for industry and market trends in the energy industry as well as across other business sectors.
• Serve as the subject matter expert both to senior management as well as management within the business units in the area of corporate culture, developing strategies to strengthen a culture based around SCE’s core values
• Make cultural awareness and development an integral part of YOUR COMPANY leadership philosophy by establishing education and assessment metrics for management
• Develop a strategy to align culture with YOUR COMPANY business objectives
• Establish cross-organizational networks of culture change agents to promote and advance the desired cultural norms and behaviours through both formal and informal channels
• Create channels and communities to gather information and input from employees, and feedback about culture and culture change efforts
• Identify cultural and sub-culture norms which support and conflict with YOUR COMPANY’s strategy and business objectives
1. Chief Culture Officer – Grant McCracken
2. A Perspective on Organizational Culture – The Katzenbach Center at Booz & Company
3. Lou Gertsner – Retired CEO of IBM