Do you fully understand your culture and how it’s impacting performance? Are you managing a clear journey to effectively evolve your culture with a direct and sustainable impact on performance? There aren’t many leaders that can confidently answer “yes” to these two questions. We see culture tips and advice at every turn that range from superficial to endlessly complicated. If you are like me, it’s hard to understand what to believe.
It’s very important for leaders and change agents to learn from the culture pioneers and experts in this evolving field. Human Synergistics, therefore, convenes an annual Ultimate Culture Conference to bring visibility to important insights from culture trailblazers and progressive leaders.
Founded by Matt MacInnis in 2009 as a way to make the world a smarter place, Inkling is on a mission to transform how field employees get work done. Calling Inkling Knowledge “a huge advancement over the usual, flat boring PDFs,” Fast Company named Inkling one of the most innovative companies in 2014.
Recently, Matt shared his personal journey at the 2nd Annual Ultimate Culture Conference in San Francisco. What follows is Matt’s story of breaking away from the Apple way of doing things in order to shape an authentic culture at Inkling.
Last month I had the privilege of attending the 2nd Annual Ultimate Culture Conference in San Francisco, hosted by Human Synergistics. One of many reasons for me to take the 12-hour flight from Switzerland was to be in the company of thought leaders in workplace culture, such as Dr. Edgar Schein. Among the many insights he shared, one in particular struck a chord with me: the different methods of surveying for culture data. Dr. Schein described two-dimensional (2D), 3D and 4D views one can take when trying to understand a company’s culture. My experience is similar, and it prompted me to draw out the following analogy.
To accelerate the culture learning curve and truly impact the world, it’s critical to build on the experience of pioneers in the field of organizational culture. Our Culture Pioneer Panel, one of the unique highlights of the Ultimate Culture Conference, featured insights from three of these trailblazers: Edgar Schein, Larry Senn, and Robert Cooke.
Given that organization development consultants are fundamentally agents of change, it’s no surprise that many of the questions they ask us about our culture and climate surveys focus on levers for change. Most recently, an attendee at the 1st Annual Ultimate Culture Conference submitted a note card asking, in reference to the Organizational Effectiveness Inventory® (OEI) and my presentation on How Culture Really Works, “If you were to focus on one category of causal factors (structures, systems, etc.), which would you choose?”