Layering Cultural and Business Transformation (Part 2)

Imprints of Time

Change seems to be the key when culture comes into play.  Depending on the cultural imprint that has been left on the organization and how long the imprint(s) have been in play, change will be effected differently.

Cultural Imprints at the Civilian government are effected by seemingly three major areas –

Society Value Framework – Values embraced and ousted by the society. Large concepts including historical reactions to change help establish these values and changes in resources and innovations

Resources – Historical Availability, Past Management, and existing legislation. Resources being economic, workforce, capital, neighboring support/aggression, environmental, ecological, medical, etc.

Technology – Advances in technology are embraced differently in different organizations based on historical success (capability to implement meeting objectives or not), societal values, and societal threats/needs

The imprints of history of course are not directly experience by the people reacting to it now, but reacting to either the historical or living information of that – through societal reaction, existing legislation, or proof or use of historical advancements

Reacting to the past for the present and future

The reaction is broken into 3 integrated parts :

  • Society drives performance needs
  • Resources drive business management [as set by performance]
  • Technology drives products / services [as set by business ]

Society + Resources = Technology .

Below is a way to view in a framework

layer6

 

Using civilian Government as an example, the paths through vary between as it depends on their perspective on :

  • Imprint – How old is the organization? How do they view it? How long has current leadership been there?
  • Historical Reaction – What are their perceptions on recent and enterprise mission success/failure? What are failed concepts that are being promoted? What is seen in different stages of lifecycle than how industry perceives it?
  • Time  – How has leadership perceived time? What characteristics of different leaders have impacted their view on time?
  • Organization – Size? Number of sub-cultures and sub-culture size? Their characteristic differences?
  • Hard/Soft Science – Finally, Balance of Liberal Arts and Technology in culture – How much has management kept to pure soft science models and how much adopted, tried, success/failure on engineering models?

The next section discusses capturing the profiles of an organization