Con-Com-T, Inc. Conceptual Communications & Training -- Jay Gentry

Create the Desired Work Environment

Analyze the Existing Culture
Often, the people in an existing organization will be much more candid about organizational issues, workplace environment, and "tribal knowledge" when talking to an outside professional rather than a manager, executive, or HR representative. It has been CCT’s experience that we are able to gather information and structure feedback on existing cultures more effectively than internal organizations. This is particularly true for organizations that have undergone or are undergoing dramatic change from mergers, acquisitions, or restructuring. Since examples are by definition proprietary to the companies involved, I have chosen to include some typical section names from a Culture Assessment and Recommendation document and the headings from an employee survey.

Typical Sections and Sub Sections
  • Assessment of Existing Culture at Acquiring Company
    • Positive
    • Negative
    • Neutral but Significant
    • Top of Mind View of Acquired Company
  • Assessment of Existing Culture at Acquired Company
    • Positive
    • Negative
    • Neutral but Significant
    • Top of Mind View of Acquired Company
  • Recommendations and Objectives for the Combined Culture
    • Business Related Objectives
    • Culture Related Objectives
    • Recommended Actions and Programs
    • Impact on Existing Projects
    • Additional Possibilities

Headings from an Employee Survey (There are several specific statements under each heading with the instruction to use the 5 point scale from Strongly Agree to Strongly Disagree)
  • Statements about your job… and job satisfaction
  • Statements about your work environment
  • Statements about your manager
  • Statements about information, communication, and involvement
  • Statements about the company, leadership, and the culture
  • Statements about the trends you are experiencing

Develop Vision, Mission, Values
Our experience in culture definition and development has taught us a number of valuable lessons that we believe should be applied when working to establish or move a corporate culture. These lessons include:

  • It is difficult to establish the culture from the executive boardroom. Unless the entire organization is involved in the creation of Vision, Mission, and Values they will not be embraced. You can force employees to memorize them but they will not be successfully internalized unless they are involved in the process. Even if you get the same set of key values, when they come from on high they have less relevance.
  • Culture change requires "installation" not announcement. The most successful implementations involve a tiered process that drives the connection of each element to “what this means to me in my job” for every employee. Discussions need to be orchestrated throughout every level and tools provided to every supervisor or manager to drive the conversations with his/her teams.

All of the work in this area is completely proprietary, so if you have an interest in learning more please contact Jay Gentry directly.
Every solution created from the ground up...
...designed to performance based objectives...
...and the realities of time and budget