Company Culture Design

Does your company culture help your company achieve its strategic goals? Company culture is often treated as an afterthought. It is often forgotten that the culture affects the quality of a company’s performance, and provides the conditions for achieving your strategic goals. hpo culture design supports you and your company in realising a suitable company culture. The coming together of different cultures in reorganisations, mergers and acquisitions offers great potential to positively develop the company culture.

You will receive a strategy-based company culture, whereby a company’s systems, behaviour, communication and image support the attainment of strategic aims. Concrete measures are developed by staff in a managed process - top-down and bottom-up - then prioritised by management, summarised in the form of substantial directions of impact, and gathered together in an implementation plan. For the most part, this does not generate additional projects, rather results in a targeted adjustment of existing measures. The approach is based on debatable facts and leads to concrete measures.

You create the most significant conditions for the successful implementation of your strategy. Management and staff approach the strategy in a targeted manner, consciousness of strategic aims is strengthened, required changes to the cultural foundations are identified, and the strategy is embedded within the company culture.

In a combined top-down bottom-up approach, managers and representative teams of employees work to develop concrete measures in the areas of systems, processes, communication and image to make necessary changes to the company’s culture. These measures are based on the strategy and guidelines defined by management. They may be integrated into ongoing projects (e.g. process design) or implemented as independent projects.

  • What is the central content of the strategy?
  • How does the current culture manifest itself in your company?
  • How must the culture develop to optimally support the strategy?
  • What future manifestations would plausibly be reflected in the desired cultural change?
  • What triggers can be identified for an increase in performance?
  • What measures best tap into the existing potential for optimisation

Reference projects

Industry: Healthcare

Challenge

  • Quality problems regarding patient satisfaction, although quality in accordance with medical indicators is very good
  • Existing organisation culture is seen as problematic, collaboration between occupational groups is not ideal and quality perception is insufficiently anchored in the workforce
  • Develop mutual understanding of the company strategy and describe the existing culture and values using concrete, observable manifestations
  • Define and operationalise mutual strategy-based target culture using target manifestations, and develop concrete measures to bring about the change in culture
  • Consolidate a catalogue of measures in significant areas of activity and identify quick wins

Approach

  • Interviews with management employees on the strategy, current company culture and target culture, as well as a total of 6 culture workshops with over 120 employees from all surgery disciplines

Customer Benefits

  • Mutual understanding of the current culture is developed and the desired strategy-based target culture is defined
  • A catalogue with around 100 prioritised measures is developed with staff and consolidated in areas of activity

Duration: 6 months

Kristian Scheider, Director of the Hôpital du Jura on the project: developing a strategy-based target company culture with hpo and over 100 members of staff

«The Hôpital du Jura wants to get better! To this end, concrete strategic targets were established. In order to achieve these goals, we needed two significant elements: staff and a company culture that supports the achievement of strategic goals! That’s why we wanted to find out how this kind of company culture would look, and how we could establish this systematically.

In hpo, we found the ideal partner to make this idea a reality. With a very systematic process, hpo carried out interviews and workshops with over 100 employees - doctors, hospitality, administration, care and cleaning staff. The result is impressive: staff understand strategic goals and their own responsibility in achieving these goals more clearly than ever. They have developed a consciousness for the company’s current culture, and where this culture is hindering the attainment of strategic goals. The future company culture was defined based on this. It was fundamental that staff defined concrete measures in order to bring about the cultural change that they want and that they see as necessary to achieve strategic goals.

Thanks to hpo’s easily communicable methods and integrative working method, staff were able to strongly implement these into processes. The discussion on company culture was not carried out at a theoretical level, rather was based on concrete manifestations that were understandable and accessible for everyone. And it is on this concrete level that the measures were implemented to move the company culture into the desired direction. The target company culture developed in the workshops was the result of interdisciplinary collaboration and active staff debate on the future of the Hôpital du Jura. The target company culture is understood and put into practice by all staff.» 

Industry: Telecommunication

Annual Sales: ~ 110 mCHF

Challenges:

  • Courage and willingness for a cultural change in an already fast moving and highly speculative business environment
  • Using and maintaining the momentum with specific quick wins
  • Anchor the cultural change sustainably

Approach:

  • Visualisation of the current culture and elaboration of a common understanding of the targeted business culture  
  • Derive and implement precise measures in order to initiate and support the cultural change
  • Support during the implementation and helping to secure the sustainability of the cultural change

Duration:  7 months

Results:

  • Leadership principles for the divisional management: restructuring of the management meetings, periodic face-to-face discussions with employees, using Leadership Diaries for a better self-reflection
  • Specification of the divisional strategy, disaggregated to products, markets and functional structures
  • Improvement of the communication and availability of information, as well as of the in- and external branding
  • Multiple actions for the systematic development of the SeCom staff

Fritz Gantert, Divisonal Head, Ascom Security Communications: With hpo initiate a sustainable and strategy-based cultural change

"Barely 3 years after the restructuring of the SeCom we still haven’t succeeded in implementing a shared culture in our ways of acting and thinking – the cultural differences of the former sites are still present. With the help of the structured and methodological approach of hpo and by using values and manifestations, we have made visible and understandable the cultural characteristics of SeCom.

In cooperation with our employees we defined the to-be culture necessary in order to reach the strategic goals – widely supported and well founded. Based on these facts and with the help of hpo we were able to deduce the fields of action including precise measures. Via the realisation of Quick Wins, the momentum of the culture workshops was preserved. The projects of different fields of action are well progressing. hpo did a good job, especially in providing us with important inputs on the structured approach. Once again it was very exciting working together with hpo!"


Publications (German)

 

 

 


Customer Views

  • «Effective process organisation was developed in customer support, and a change in company culture was initiated» (Markus Hobi, Executive Vice President, Ferrum Conserventechnik)


Your contact at hpo

I will be pleased to answer your questions

Oliver Kohler
Managing Partner bei hpo


Related topics and helpful links

Strategy Design