culture is the unspoken and often silent influences in your business that affect performance at all levels.
Thompson Dunn can effectively assess, articulate, and where appropriate, realign components of your organisational culture. An assessment of culture is not merely a ‘nice to have’.
Before we can shift culture to a new place, organisations must first be able to fully articulate where it is right now. From that position new initiatives can be formulated to carry through and ‘model’ new ways of working
Articulating the culture
Our assessment of company culture involves a variety of data collection methods, dependent on your requirements. We utilise reputable online culture survey questionnaires, design structured and semi-structured interview templates, and facilitate group workshops with senior leaders. We explore and interpret;
- Stories – The past events and people talked about inside and outside the company. Who and what the company chooses to immortalise says a great deal about what it values and perceives as great behaviour.
- Rituals and routines – The daily behaviour and actions of people that signify acceptable behaviour. This determines what is expected to happen in given situations and what is valued by management.
- Formal and informal power structures – Where are the pockets of real power in the company? This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations and strategic direction.
- Organisational structures – This includes both the structure defined by the organisation chart, and the unwritten lines of power and influence that indicate whose contributions are most valued.
- Control systems – The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organisation).
- Symbols – The visual representations of the company, such as logos, how plush the offices are, and formal or informal dress codes. What do these symbols say about the culture and the way work gets done?
The accepted notions of ‘the way things get done around here’ in a business context need to be regularly challenged, particularly in a marketplace where change and adaptability are key components for success.
culture in mergers and acquisitions
This work is particularly important during times of organisational change, or if there is merger or acquisition activity that demands two sets of cultures to blend together. It is the people and cultural elements of any M&A activity that will ensure the long-term sustainability of the merger.