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Mapping Organizational Culture

Are you struggling to break down organizational silos, increase creativity, engagement and collaboration? Do you feel like the people in your company are resisting change? Is your company’s culture holding you back?

Nobody denies the critical importance of culture to a company’s success. And yet, although everyone agrees that culture is of vital importance, culture still seems fuzzy, vague and difficult to grasp. Culture change initiatives are often well-meaning, but end up as a series of feel-good exercises. They create a feeling that progress is being made, but ultimately fail to deliver results.

Objective of Play
Assess, map and transform organizational culture via deep reflection. As a leader or manager in a large organization, you probably have a sense of the culture and people challenges facing you, but at the same time, you must also manage not only down but up and across the organization.

Culture Mapping gives you the intelligent information you require to make a business case for the interventions, executive support, and budget you will need to minimize risk and maximize the chances of success for your change initiative.

Number of Players
Use the culture map individually or with a group.

For group use, gather 5 – 6 people from the same function (IT, HR, finance, et al) who work together and know each other well. The goal of the session is candid and constructive criticism; the boss cannot come.

Duration of Play
Anywhere between 15 minutes for individual play (napkin sketch of a Culture Map) to 90 minutes for a group.

Material Required
Culture Mapping works best when players work on a poster on the wall. To run a good session you will need:

  • A very large print of a Culture Map. Ideally A0 format (1000mm × 1414mm or 39.4in × 55.7in)
    • Alternatively, recreate the canvas on a large whiteboard.
  • Tons of sticky notes (i.e. post-it® notes) of different colors
  • Flip chart markers
  • Camera to capture results
  • The facilitator of the game might want to read an outline of the Culture Map.

How to Play
There are several games and variations you can play with the Culture Map. Here we describe the most basic game, which is the mapping of an organization’s existing culture. The game can easily be adapted to the objectives of the players (eg, map your desired culture or that of another organization).

  1. Before you begin mapping, review with the group the Culture Map sections. A garden plays a useful analogy:
    • The outcomes in your culture are the fruits. These are the things you want your culture to achieve, or what you want to “harvest” from your garden.
    • The behaviors are the heart of your culture. They’re the positive or negative actions people perform everyday that will result in a good or bad harvest.
    • The enablers and blockers are the elements that allow your garden to flourish or fail. For example, weeds, pests, bad weather, or lack of knowledge might be hindering your garden. Where as fertilizer, expertise in gardening specific crops, or good land might be helping your garden to grow.
  2. Start with Behavior, it tends to be the easiest to discuss. These are the things we see everyday, the things we talk about when we ask someone if they “want to grab a coffee?” Use the guide questions to prompt ideas. Write a single behavior on a sticky note, put it on the map. Before moving to the next step, group similar behaviors and remove duplicates. Recommendation: be as specific as possible, use stories to elicit detail and specificity; avoid the tendency to be generic in describing these behaviors. Ask the players: how would you describe this behavior as a scene in a movie?
  3. Move to Outcomes. Go behavior-by-behavior and use the guide questions to prompt ideas, the most important being: What happens to the business because of the behaviors? Write a single outcome on a sticky note, put it on the map near its related behavior. Use a marker to draw a line between a behavior and its direct outcome.
  4. Move to Enablers and Blockers. Go behavior-by-behavior and use the guide questions to prompt ideas. Enablers and blockers describe why we behave the way we do: a listing of organizational incentives. Write a single enabler or blocker on a sticky note and place it near it’s related behavior. Use a marker to draw a line between an enabler or blocker and its resulting behavior.
  5. Once you have taken a pass at each section, examine the map and discuss with the group. Do the relationships make sense? Are the behaviors as detailed as they could be? Has your discussion sparked any other thoughts? If so, add them to the map. Recommendation: Keep relationships as direct as possible. For example, a behavior should have only one outcome and one enabler or blocker. It is likely this will not happen without discussion, editing and refinement. For clarity and communication, keep the relationships as simple as possible, for example:

Strategy
Depending on who you ask, 60–70 percent of change initiatives fail to meet their stated objectives, and the primary source of that failure, according to a Deloitte study, is resistance to change. So if you’re embarking on a change initiative, the last things you want to skimp on are risk-awareness and risk management.

Culture Mapping surfaces information that, as far as we know, cannot be collected any other way. It gives the C-suite access to frontline culture in a way that they could never get through their own efforts, because the water-cooler conversation always shuts down, or significantly shifts, when the CEO or senior leader walks by.

Variation
Map the Culture of industry competitors or an aspirational company

The Culture Map was developed by Dave Gray and Strategyzer AG.

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Manage What You Measure

Measures of success vary across an organization. Executives concern themselves with company-wide Objectives involving Revenue, Cost, Profit, Margin and Customer Satisfaction. Further down the org chart, management and individual contributors rate performance against more detailed Key Performance Indicators (KPIs) tracking customer behavior: a product manager may measure app downloads, or number of shopping cart items per visit. These customer behaviors clearly affect the larger corporate Objectives, but how? and which have the most impact?

Objective of Play
Understand how customer behavior impacts higher level objectives; direct organizational efforts on the most influential of those behaviors.

Number of Players
5 – 15

Invite participants across the KPI spectrum: individual contributors, management and executive leadership. A successful game will demonstrate how all levels of KPI’s relate and affect one another.

Duration of Play
30 minutes – 3 hours.

Material Required
Manage What You Measure works best when played on a whiteboard. To run a good session you will need:

  • Sticky notes (i.e. post-it® notes) of different colors
  • Dot stickers
  • Dry-erase markers
  • Camera to capture results

How to Play

1. With the group gathered, introduce Manage What You Measure by stating that the purpose of the game is to focus resources and strategies on the most critical customer behaviors. To get there, the group will map the relationship between high-level corporate objectives and customer behavior.

2. Write at the top of the whiteboard a corporate-wide Strategic Goal.

3. Below that, write on sticky notes the measures of success (KPIs) for that Strategic Goal. Use different color sticky notes when possible.

4. Ask the players to take five minutes for an individual brainstorm: list all the customer behaviors impacting the KPIs identified in Step 3; one per sticky note. If possible, match sticky note colors of customer behaviors and KPIs — this will help organize what may become a crowded whiteboard.

5. After the brainstorm, ask the players to come to the whiteboard and post their sticky notes under the appropriate grouping.

6. Take 5-10 minutes to review the sticky notes. Lead a clarification discussion. Ask participants to explain any potentially confusing sticky notes. Note any customer behaviors mapped multiple times.

7. Repeat steps 4 – 6 once. Use the first set of brainstormed-customer behaviors as the baseline: what are the behaviors that drive those behaviors?

8. Once everyone is comfortable with the customer behaviors, conduct a Dot Vote. Give each player five dots to place on what they consider the most important customer behaviors in light of the Strategic Goal in step 2.

9. Tally the votes.

10. Once again, take time for discussion. Note unpopular choices; ensure their dismissals have merit. Have any results surprised the group? Why? Recommendation: If the Dot Vote results and ensuing discussion dictate further prioritization, consider playing Impact & Effort or the NUF Test.

11. Once the group agrees on the prioritized areas of focus, assign each a baseline value (what is the measure of this behavior now?) and goal (where would we like it to be). Recommendation: Consider playing Who-What-When

Strategy
Employees understand organizational goals at different levels. By defining relationships between high-level objectives, mid-tier KPIs  and the customer behaviors that drive them you have created a map easily navigated.

This clarity creates a shared understanding across all levels of the organization. Now, each time a team reports progress on their specific KPIs, executives will have a clear sense of why the team is working on that and how it affects the Objectives they care most about.

Complementary Games
The Empathy Map will help you to more deeply understand your customers and their behaviors; play this game before Manage What you Measure

Manage What You Measure derives from Jeff Gothelf’s Medium post: Execs care about revenue. How do we get them to care about outcomes?

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Mapping Design Operations

Today, companies in every industry seek to better their design capabilities: from products to services to experiences. Fueling the growing design function in large organizations is a new discipline called Design Ops, charged with scaling design and design thinking up, down, and across the organization.

Does your organization have a Design Ops function? If not, let’s design it!

Object of Play
Build shared understanding of how Design Ops operates within the larger organizational context. If a current Design Ops function exists, to visually map it. If it does not yet exist, to design it.

Number of Players
1-6 (depending on the objective).

As an individual, use the Design Ops canvas to quickly sketch out and think through a Design Ops organizational model or an interesting model portrayed in the press.

To map an organization’s existing and/or future model you should work in groups. Include partner organizations (e.g. project management) and stakeholders (e.g. clients). The more diverse the group of players, the more accurate the picture of the Design Ops function will be.

Duration of Play
Anywhere between 15 minutes for individual play (napkin sketch of a Design Ops model), half a day (to map an organization’s current Design Ops model), and up to two days (to develop a future Design Ops model, including vision, mission and metrics).

Material Required
Mapping works best when players work on a poster on the wall. To run a good session you will need:

  • A very large print of a Business Canvas Poster. Ideally A0 format (1000mm × 1414mm or 39.4in × 55.7in)
    • Alternatively, recreate the canvas on a large whiteboard.
  • Tons of sticky notes (i.e. post-it® notes) of different colors
  • Flip chart markers
  • Camera to capture results
  • The facilitator of the game might want to read an outline of the Design Operations Canvas

How to Play
There are several games and variations you can play with the Design Ops Canvas Poster. Here we describe the most basic game, which is the mapping of an organization’s existing Design Ops org (steps 1-3), it’s assessment (step 4), and the formulation of improved or potential new org designs (step 5). The game can easily be adapted to the objectives of the players.

  1. Start with the Stakeholders in the Who are we? circle. Use different color sticky notes on the Canvas Poster for each type of stakeholder (e.g. external vendors, internal support functions, clients). Complete this section.
  2. Subsequently, move to the What do we do? section and map out the value propositions your organization offers each stakeholder. Players should use the same color sticky notes for value propositions and stakeholder segments that go together. If a value proposition targets two very different stakeholder segments, the sticky note colors of both segments should be used.
  3. Map out all the remaining building blocks of your organization’s Design Ops model with sticky notes. Try to use the colors of the related stakeholder segment. Recommendation: once you complete the Stakeholders section, work around the canvas clockwise, beginning with the upper left section; leave the What Constrains Us? section last.
  4. Assess the strengths and weaknesses of your Design Ops model by putting up green (strength) and red (weakness) sticky notes alongside the strong and weak elements of the mapped model. Alternatively, sticky notes marked with a “+” and “-” can be used rather than colors.
  5. Try to improve the existing model or generate totally new models. You can use one or several additional Design Ops Model Posters to map out improved org models or new alternatives.

Strategy
This powerful game opens up channels of dialogue about a new, lesser-known but vitally important design function. Use this game as an opportunity to not only create a thoughtfully designed and productive organization, but to introduce and educate the rest of the company about what design can do and how to plug in. Players not familiar with design may stay silent at first, but their participation will increase understanding and alignment, benefits with payoff into the future. Keep them engaged. Beyond including outside stakeholders in the game, use a completed Design Ops canvas as a conversation starter in evangelizing Design’s value to your company.

Variation

  • map out the Design Ops org of industry competitors or an aspirational company

Complementary Games

  • The Empathy Map will help you to more deeply understand your stakeholders; play this game before Mapping your Design Ops org.
  • The Business Model Canvas will provide a more technical (managerial?) understanding of how your Design Ops org functions; complete the Business Model canvas after mapping your Design Ops org. In the event you are looking to improve upon your current state, the Business Model Canvas will prove especially useful.