Culture Is Everything

Jeff Veyera

Description

Culture IS Everything. As organizational leaders and managers, we can successfully apply all of the Lean Six Sigma principles, quality ideas, and best practices we know and still fail because we have done so within a company culture utterly hostile to such endeavors. In this book, Jeff Veyera shows you how to diagnose your company's culture in terms of its suitability for your preferred quality improvement approach and then offers guidance on how to either tailor your approach to that culture or change the culture to better suit your approach. If you've ever executed a brilliant initiative only to see it chewed up in the prevailing culture of your company, this book is your protection against such soul-crushing setbacks in the future. The first book I've seen that approaches cultural transformation with an emphasis on process improvement, including rational how-to steps that quality geeks can relate to Jeff sharing his personal stories adds a richness to this book and certainly makes it relatable to the quality professional.
The author delivers on his initial promise providing a toolkit to help you evaluate, change, and sustain your company culture. Throughout the book the author discusses the concepts and a logical strategy and then provides the & how-to tools for implementation, giving readers actionable benefits from the book, not just theory. Veyera introduces the concept of using guerrilla warfare in the struggle between the culture lived and the culture desired. This is particularly appropriate, as the old culture is geared to protect itself, not to bring about its own demise. Organizations continually fall into the trap of letting the existing culture dictate how culture change will be carried out. Having been involved in a few change efforts, I found the discussion of steps to protect yourself especially valuable. I really could have used that back in the day.

Sujets

• Gestion et management
• Economics
• Business
• Leadership

Informations

• Publié par: ASQ Quality Press
• Date de parution: 17 février 2020
• Nombre de lectures: 0
• EAN13: 9781951058050
• Langue: English
• Poids de l'ouvrage: 3 Mo

Extrait

Cuture îs Everythîng

How to BEcomE a TruE CuturE Warrîor and LEad Your OrganîZatîon to Vîctory

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Cuture îs Everythîng

How to BEcomE a TruE CuturE Warrîor and LEad Your OrganîZatîon to Vîctory

JEff VEyEra

Quaîty PrEss MîwaukEE, Wîsconsîn

Amerîcan Socîey or Quaîy, Quaîy Press, Mîwauee  ©  by Jefrey A. Veyera A rîgs reserved. Pubîsed  Prîned în e Unîed Saes o Amerîca           

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Prîned on acîd-ree paper.

Fo Anîa, wo as ead all ese soîes aleady—ou îmes.

TA B L E O F C O N T E N T S

PrEfacE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . îX

CHAPTER ONE What Is a Company CuturE? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

CHAPTER TWO DîmEnsîons of a Company CuturE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

CHAPTER THREE Company CuturE ArchEtypEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

CHAPTER FOUR What TypE of CuturE DoEs Your Company NEEd? . . . . . . . . . . . . . . . . . . . . . . . 19

CHAPTER FIVE AssEssîng Your Company’s CuturE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

CHAPTER SIX DEsîrEd, CommunîcatEd, UndErstood, and LîvEd CuturEs . . . . . . . . . . . . . . . . . 37

CHAPTER SEVEN ThE Fork în thE Road—Conform, REform, or Transform . . . . . . . . . . . . . . . . . . . 52

CHAPTER EIGHT Cutura Conformatîon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

CHAPTER NINE Cutura REformatîon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

CHAPTER TEN Cutura Transformatîon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

CHAPTER ELEVEN Sustaînîng Your CuturE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115

CHAPTER TWELVE Who Wî Carry thE Torch? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134

vîî

vîîî • T A B L e O F C O N T e N T S

Appendîces. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 A139 How CuturE REatEs to ProcEss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B146 Gradîng ScaEs for Cutura DîmEnsîons. . . . . . . . . . . . . . . . . . . . . . . . . . . C152ArchEtypEs AssocîatEd wîth ProcEss ImprovEmEnt . . . . . . . . . . .  Cutura D159. . . . . . . . . . . . . . . . . . . . . . . . . ChangE and Company SîZE . . . . .  CuturE E163Impîcatîons of CuturE ChangE . . . . . . . . . . . . . . . . . . . . . .  GEnEratîona F. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168 IntErnatîona Impîcatîons . G. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . and Job SEarchEs. . . . . . .  CuturE 174 H177“CuturE Is evErythîng” Approach to Cutura ChangE. . . . . . . . . . . .  ThE

AftErword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183 endnotEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185 AcknowEdgmEnts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191 IndEX. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193 About thE Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203

CuturE Is evErythîng

P R E FA C E

Does a sound îe yperboe? Peraps î srîes e ear în suc a manner as o mae you wonder weer e auor as goTen carrîed away wî monograpîc myopîa. How can cuure bealla maTers în busîness? Sure, we’ve a eard a “cuure eas sraegy or breaas.” Bu doesn’ a merey mean a ceraîn înds o sraegy beTer mac ceraîn cuures an oers?Forexampe,wewoudn’expecsodgyodbuToned-downGEosuc- cessuy drîve e same sraegîes a a o Sîîcon Vaey sarup woud, rîg? Od dogs don’ earn new rîcs very easîy. And yes, we ceraîny mus admî a company cuure îs e opîc o some dîscussîon a presen, în no sma par because ose ec secor dîsrupors îe Amazon sîmpy wî no su up abou e cuures ey’ve buî and ow împor- an ese are o eîr ongoîng success. Cuure îs coo. Bu îs î everyîng? Surey ere are many oer acors wîc are more predîcîve o a company’s ong-erm success an îs cuure. ïnGood o Geaand îs seques, or exampe, Jîm Coîns empasîzes e împorance o eadersîp. A op eader (eve  în îs ermînoogy) îs oten e dîference maer în separaîng e ruy specîa com- panîes rom e res o e pac. ïsn’ superîor eadersîp a sîgnîIcan drîver o 1 company perormance? uc mus coun somewere as we. ïsn’ a e rea dîference beween MySpace and Faceboo, wen you în abou î? Beamax was e ecnîcay superîor ecnoogy o VHS; î aîed due o poor uc. ï doesn’ maTer ow muc un your eammaes are avîng î you ge snae-bîTen by evens. As Nassîm Nîcoas aeb persuasîvey argues, “bac swan” evens do occur, are quîe dî- 2 Icu o predîc în advance, and can be exremey dîsrupîve. ae e Inancîa crîsîs în  as bu one exampe. Forune avors e bod, bu mîsorune can srîe anybody.

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