The Five Primary Culture Types in an Organisation

The Five Primary Culture Types in an Organisation

Culture is such an important factor with respect to a successful social business software deployment. As such, I have taken sections out of a great book called socialise by Mark Fidelman.  

Research has revealed five primary corporate culture types. Each are explained below. See if you can identify which one your business most resembles.

 

Profile 1: Innovative Culture

 

This culture type is an ideal candidate for Social Business Software. These organisations are innovative and encourage new idea generation and feedback and operate with a great deal of transparency.

 

Detail

Type

Score (1 = not so much – 5 very much so)

Leadership Attributes

Visionary, entrepreneurial, risk taking

 

Culture Style

Start-up type culture

 

Ten words or less mission statement

Eg. We create experiences that surprise and delight

 

 

 

Profile 2: Community Culture

 

This culture type is another ideal candidate for Social Business Software. This culture emphasizes the success of the people in the work environment, teamwork and compassion for the customer. Decisions are usually consensus driven and transparency is high. Individualism may not be encouraged or appreciated, which may cause minor issues during the transformation process.

 

Detail

Type

Score (1 = not so much – 5 very much so)

Leadership Attributes

Coaching, Consensus Driven

 

Culture Style

High EQ (Emotional intelligence) in the workplace

 

Ten words or less mission statement

Eg. We treat employees, customers and suppliers with respect and diginity

 

 

 

 

 

 

Profile 3: Execution Culture

 

This culture type may be less able to make the transition to a social business without the considerable effort from the leadership team and may even require outside consultants. The culture emphasizes results over collaboration and leaders like to be leading conversations and generally don’t take input from other people in the organisation. This competitive culture usually means people are accustomed to hoarding information rather than sharing it.

 

Detail

Type

Score (1 = not so much – 5 very much so)

Leadership Attributes

Demanding, competitive and challenging

 

Culture Style

Performance based

 

Ten words or less mission statement

Eg: we want to be the market leaders in our industry

 

 

Profile 4: Command and Control Culture

 

This culture type is very structured and process governs the way people work, therefore it is very unlikely that the company can transform into a Social Business without significant changes. A premium is placed on efficiency, coordination and following of procedures. The leadership governs the company like a military operation. This command and control culture typically means top-down information control with little or no tolerance for differing views or opinions from the front lines.

 

Detail

Type

Score (1 = not so much – 5 very much so)

Leadership Attributes

Hierarchical, expert at process and coordination

 

Culture Style

Efficiency and cost control

 

Ten words or less mission statement

Eg. We deliver quality products, on time and under budget

 

 

 

 

 

 

 

Profile 5: Adolescent Culture

 

This culture type thrives on delivering products that their customers think they are stylish. Leadership is known to be brash, immature and tactical. Information is usually force-fed to the masses while differing views are shouted down by management. At times, the culture will seem fun but there always seems to be some ulterior motive at work. This culture type is not an ideal candidate to become a social business.

 

Detail

Type

Score (1 = not so much – 5 very much so)

Leadership Attributes

Impetuous, short-sighted, self-centered.

 

Culture Style

If its cool, we’ll make it

 

Ten words or less mission statement

Eg. We make products that make our customers look popular

 

 

Culture is the primary factor in the success of a Social Business enterprise. Creating or having the right culture. Creating the right culture is essential to implementing and maintaining both internal and external social business. Companies today are being judged by their levels of trust and transparency. If your culture does not aim to become more trusting and transparent, if will, over time, become increasingly difficult to meet customer demand in these areas.

 

In summary, to transform your business into a social business culture means changing your very business culture, but culture change doesn’t happen overnight.

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