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CULTURE AND VALUES

Culture and strategy alignment is easier said than done. Management clichés abound with quotes such as 'culture eats strategy for breakfast' and 'we tend to think we can separate strategy from culture'. 

CULTURE AND STRATEGY ALIGNMENT

Clichés aside, simultaneously outperforming the competition and maximising an organisation's cultural and human capital and sustaining this over a multi-year time horizon is an outcome that many leaders would happily choose. Combined, the data from the framework and processes make it possible to link human factors with the strategic and operational, enabling culture and strategy alignment.

LINKING SOCIAL CULTURE

In terms of culture and strategy alignment, Social Groups define shared values and group cultures. This diagram introduces each of the 4 different Social Groups. The second reason Social Groups are important is because they create a mirror for the organisation's strategy and commercial values. Social Group data acts as the cultural equivalent of an organisation's strategy and optimal internal operating environment. Looked at another way, the ideas behind each of the 4 Social Groups correspond to a different stage of the product life cycle.