What Is A Culture Map


The Culture Map – Erin Meyer

What is it about your Swedish colleague’s Chinese team that causes him so many difficulties? How can you maintain a positive working connection with your Brazilian suppliers while working from your desk in Europe? In the midst of the difficult task of conducting performance evaluations, how do you navigate the situation when your American employees precede negative feedback with three complimentary remarks while your French, Dutch, Israeli, and German colleagues skip over all of the positives and get right to the point?

Globalization has resulted in the quick connectivity of personnel from all levels of multinational corporations who are headquartered in different countries.

However, the majority of managers are unaware of the ways in which local culture influences global engagement.

The Culture Map offers a fresh perspective on the future, as well as critical insights into how to collaborate successfully and sensitively with one’s counterparts in the new global economy.

It is her ability to combine a clever analytical framework with practical, actionable counsel for functioning in a global environment that makes her stand out.

It is possible to decipher how culture effects your own international collaboration by studying how one culture is positioned with respect to another via the use of these factors.

  • When it comes to directing his Chinese team, why is your Swedish colleague having so many difficulties? As a European working in Brazil, how do you maintain a positive working relationship with your Brazilian suppliers? In the midst of the difficult task of conducting performance evaluations, how do you navigate the situation when your American employees precede negative feedback with three complimentary remarks while your French, Dutch, Israeli, and German colleagues skip over all of the positives and get right down to business? When it comes to getting your team of people from four different continents to work together efficiently, what is the most effective method? Multinational corporations’ workers situated throughout the world at all levels have become more connected as a result of globalization. Formerly, an employee would have been expected to cooperate only with colleagues in his or her own nation, but today many individuals work as part of global networks that are connected to people all over the world. However, the majority of managers are unaware of the ways in which local culture influences global engagement and cooperation. Even individuals who are well-versed in cultural nuances, have traveled widely, and have lived overseas sometimes lack appropriate ways for coping with the cross-cultural complexity that impacts their team’s day-to-day performance. When it comes to working efficiently and sensitively with one’s counterparts in the new global economy, the Culture Map offers a fresh perspective that is both practical and inspirational. As a result of her work at INSEAD, the “Business School for the World” situated in Paris, Erin Meyer has developed a tried-and-true methodology for interpreting how cultural differences affect global business. It is her ability to combine a clever analytical framework with practical, actionable counsel for functioning in a global environment that makes her stand out. Whether you’re trying to encourage workers, please clients, or just conduct a conference call among members of a cross-cultural team, the eight dimensions contained in The Culture Mapwill help you be more effective in whatever you’re trying to do. The dimensions allow you to interpret how culture effects your own international collaboration by studying the location of one culture in relation to another. As well as captivating real-life stories and anecdotes from throughout the world, the book contains key lessons on global teamwork and international collaboration, including the following:

Now available in Korean, Japanese, Chinese (Taiwan), Indonesian, Turkish, Russian, Dutch, German, and French, as well as Korean, Japanese, Chinese (Taiwan), and French. Translations into Chinese (Mandarin) and Italian are now under progress.

‘The Culture Map’ Shows Us The Differences In How We Work WorldWide

A Brazilian engineer working for a steel firm recalls his experiences in the book, The Culture Map (PublicAffairs, 2014), in which he describes how they attempted to persuade the team in Houston, Texas to embrace a new method developed by their Latin American offices. “We tried to explain to them why the new method was so critical, but they didn’t understand.” However, it didn’t appear like we were having any success convincing them. As a result, we created a highly extensive presentation that highlighted, slide by slide, the important ideas addressed in the new technique that we were developing.

  1. Mr.
  2. “It took us two days to tour them around the facility, conduct interviews with the workers on the assembly lines, and go through the production reports with them,” says the manager.
  3. And when they returned to the United States, they immediately set to work.
  4. (It is worth noting that even providing this example is an example of convincing through use cases rather than conceptual logic alone).
  5. Erin Meyer’s new book, The Culture Map, explores unique distinctions in how people from different cultures interact and examine ideas at work.
  6. Ms.
  7. She was named to the Thinkers50’s “On the Radar” list in 2013, and she has published several articles on organizational behavior.

Meyer has worked in human resources as a Director at McKesson, HBOC, and Aperian Global, among other companies.

National culture takes precedence over organizational culture.

This appears to me to be an increasingly prevalent problem that multinational firms are experiencing while attempting to complete collaborative work.

Whether we like it or not, cultural understanding across borders is becoming increasingly important for everyone, including managers and employees.

If you frame the situation correctly, as presented in this book, there is a method to frame and comprehend the work behavior of people from a variety of country cultures.

In Mr.

The Eight Scales of Evaluation Each of the eight scales is defined as a continuum between two endpoints that are diametrically opposed or at the very least conflicting positions in the manner stated below:

  • The way they communicate — Are they low-context (simple, verbose, and straightforward) or high-context (rich, profound meaning in interactions)
  • When evaluating, do you like to provide negative comments immediately, or do you prefer to be indirect and discrete in your approach? People in organizations are either egalitarian or prefer hierarchy when it comes to leadership. Making a choice — Are decisions made by consensus or are they decided from the top down? Do individuals place their faith in one another based on their familiarity with one another or on their ability to work together effectively? Conflicts – Are disagreements dealt with immediately, or do individuals try to avoid confrontations when they occur? Scheduling – Do they see time as a series of absolute linear points, or do they see it as a spectrum of possibilities
  • Persuading – Do they like to hear particular situations and examples, or do they want to hear a more comprehensive and complete explanation?

These are not ranked from low to high in difficulty. You do not receive a 10 for Communicating to demonstrate that you are an excellent communicator, nor do you receive an 8 for being Decisive to demonstrate that you are a decisive person. They aren’t much better in one way than they are in the other. Rather, each endpoint has value from the perspective of the person who created it. Let’s say you’re using the Trusting Scale (see Fig 1). For example, in China, Saudi Arabia, and Brazil, trust is based on personal ties that have developed through time between individuals.

  • On the opposite end of the spectrum are countries such as the United States, Denmark, and the Netherlands, where trust is built via collaborative efforts in corporate operations.
  • When dealing with others, the task is not to establish that you are correct and that they should see things your way, but rather to first recognize that their point of view has worth to you.
  • If you wish to be successful in your collaborative efforts, you must first discuss the specific differences between you.
  • When you are engaged in a culture, it might be difficult to grasp or even notice the contrasts between it and your own.
  • The atmosphere in New York City is completely different from that in Athens, Georgia.
  • After spending 16 months in New Delhi working with., I can say with confidence that I have gained a remarkable amount of insight into my own culture.
  • My country’s culture has a distinct personality that was completely invisible to me while I was living there and becoming a part of it.

Isn’t everyone unique in their own way?

Meyer’s book, this is a frequent round of inquiry, to which she responds as follows: A reader remarked after I published an online piece on the distinctions across Asian cultures and their influence on cross-Asia collaboration.

… Unfortunately, because of this point of view, many of individuals have been prevented from obtaining the information they require to achieve their goals.

To truly get to know them, I believe more regular and meaningful conversations with them will be required in order to achieve that level of intimacy.

When confronted with any type of evaluation framework, such as the one presented in this book, I search for the data and methodology on which it is founded.

As the author points out early on, this is the maximum value in terms of how managers from each specific nation responded to that scale.

In other words, the country’s location on the scale implies that it is in the middle of a spectrum of acceptable or suitable actions in that particular country.

What matters is that you comprehend the positioning and then the difference between any two countries.

In several of her tales, she recounts a scenario and dialogue between her clients that occurred amid a conflict or misunderstanding.

For example, the first few chapters of the book detail how a Chinese country expert, Bo Chen from Wuhan, communicated with her client, a French CEO ready to travel to China, or how she seemed not to connect with him.

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Meyer was irritated by Bo Chen’s deafening quiet, which she perceived as a lack of interest in leaping into the center of the conversation to answer, as she had expected.

It is this combination of other people’s points of view, as well as her willingness to share her own personal tales, that makes this such an interesting read.

The author admits and emphasizes that even she, like the rest of us, did not begin with a clean slate, free of any cultural bias or prejudice.

Due to the inevitable nature of today’s digital economy, they will have to collaborate with coworkers, collaborators, and consumers from a variety of cultural backgrounds, whether in person or virtually.

I would position this framework and model for work culture with other excellent frameworks and models for work culture developed by TrompenaarsHampden-Turner, Edgar Schein, Denison, and others.

It will almost certainly aid in the formation of your knowledge of the world of work as we selectively view it throughout the world.

On the topic of collaboration cultures, he will be speaking at HR Tech Europe in October of this year.

The most apparent explanation for this is because more people are engaging more often all across the world these days.

Another difficulty is the way social software allows you to engage with others, which might skew your interactions in one or more of Meyer’s dimensions.

There is still a third dimension to consider: Long-lived online groups, like long-lived physical communities, have a tendency to establish their own cultures over time, much like physical communities.

What is Culture Mapping and why should you care?

According to several sources, 60–70 percent of change initiatives fail to achieve their stated objectives, with resistance to change serving as the major cause of failure, according to a Deloitte research. For this reason, while beginning on a change program, risk awareness and risk management are two of the last things you want to skip out on.

Why should I care about Culture Mapping?

Performing a Culture Mapping scan is recommended when embarking on a significant transformation endeavor. It lowers your risks of failure while increasing your possibilities of success. Consider the following scenario: Consider your change campaign to be a big fleet of ships that is ready to go on a journey into new territory (your organization’s culture). It would be irresponsible of you to just dock the ship at the harbor without doing any preliminary reconnaissance. A metaphor for Culture Mapping would be to send in a team of divers in a fast, motorized rubber raft to scout out the port and place large red flags to indicate the presence of rocks beneath the water’s surface.

In order to identify hostile and friendly forces.

Even a fast, one-week Culture Mapping scan can provide you with enough knowledge to prevent expensive mistakes and identify positive facilitators that can assist you in positioning your endeavor for maximum success while minimizing risk and uncertainty.

It brings to light information that, as far as we are aware, cannot be obtained in any other manner.

How does it work?

First and foremost, you collaborate with a Culture Mapping team to determine the groups that are best suited to represent the many subcultures inside your company. Finance, sales, wholesale group, retail group, operations, logistics, information technology, and so on are examples of functional areas. We choose 5–6 members from each group after consulting with one another. A session on Culture Mapping is now taking place. It is planned that the Culture Mapping team will do a series of 90-minute meetings, one session with each group.

  1. We want to get down with 5–6 persons from Finance, and just those individuals, to discuss our plans.
  2. We’d want to hold these seminars in different sessions.
  3. No, the boss is unable to attend.
  4. During these discussions, the goal is to get an understanding of the cultural blocks and enablers that are frequently reinforced by management, whether purposefully or accidentally.
  5. Upon completion of each session, participants will get a brief document that details the present and intended objectives, habits, enablers, and blockers for that specific group.

Also included are managerial activities that should be implemented, together with explicit justifications and connections that indicate why these actions are likely to provide the intended results.

Why can’t I do this myself?

First and foremost, you collaborate with a Culture Mapping team to determine the groups that are best suited to represent the many subcultures in your company. Finance, sales, the wholesale group, the retail group, operations, logistics, information technology, and so on are examples of functional areas. We choose 5–6 members from each group after consulting with one another. Ongoing discussion on culture mapping. One session with each group is scheduled by the Culture Mapping team in a series of ninety-minute sessions.

  • To put it another way, we want to sit down with 5–6 people from Finance, and just those individuals.
  • Both of these classes will be held at different times.
  • The boss is unable to attend.
  • They are held in order to better understand the cultural blockages and facilitators that are frequently reinforced by management, whether purposefully or accidentally.
  • Upon completion of each session, participants will get a brief document that details the present and intended objectives, behaviors, enablers, and blockers for that particular group.
  • Aside from that, they give explicit justifications and connections that illustrate why the proposed management activities are likely to produce the intended outcomes.
  1. An outside team brings a fresh set of eyes to the situation. Our perspective is unbiased since we are coming from outside the company and have no personal stake in anything other than assisting the organization in being successful in the transformation
  2. We are free to ask “stupid questions.” We offer a high level of confidentiality and confidence. We tell people that, while we have an ethical obligation to report illegal activity, aside from that, we are interested in hearing anything they have to say about what is preventing them from being successful and how the organization can create an environment that will support them and get them excited to exhibit the behaviors that the organization wants them to exhibit. We inform people that their identical quotes may be used, but that they will not be associated with any specific individuals. We will compile them into a report for decision-makers, but we offer no guarantees. We inform people that we are seeking their assistance in designing the organization in which they wish to work, and that we will be presenting these recommendations to management as a set of recommendations, but that it will be up to management to decide which recommendations to implement (or which recommendations not to implement)

What you get

In your role as a leader or manager in a large business, you are surely aware of the cultural and personnel problems you face. However, you must also manage not only down, but also up and throughout the organization. As a result of culture mapping, you will have the intellectual information you need to develop a business case for the intervention(s), executive backing, and funding you will require to reduce risk and increase the odds of success for your change program. “We now know not just where we want to go, but also what resources we will require and how we will get there,” says the team.

More information about the Culture Map may be found here.

The Culture Map: A Systematic & Intentional Tool For Designing Great Company Culture

I’d like to know where you’d start if I asked you: what’s the one thing you’ll do differently tomorrow to make your company a better place to work. How would you go about creating, communicating, and implementing an organizational culture that workers truly want to be a part of and believe in? Introducing The Culture Map, a new tool that promotes employee growth and assists in the creation of higher-performing organizations, which I will discuss in this piece. Gallup reported in a study earlier this year that 7/10 employees are not engaged or are actively disengaging at their place of employment.

There’s a problem here: employees aren’t putting up their full effort, and this is a result of dysfunctional organizational environments.

What is my hypothesis? People would be more involved at work if they were supported by improved company cultures, which would increase employee engagement. What is the definition of corporate culture?

Recommended Read:8 Concrete Tips On How To Intentionally Design Corporate Culture

Organizational culture is extremely crucial for retaining and engaging personnel, yet for some reason, we assume it is something that cannot be readily manipulated. Yes, the word might appear to be a hazy concept, and when you declare you “want to construct culture” in a firm, the phrase can appear to be something to be suspicious of or hard to execute. But, if you have the correct tools, you can truly begin to construct culture from the ground up. Although it will not be fully mechanical, you will be able to do it more actively than is currently the case.

  • The Culture Map was designed by Dave Gray, author of The Connected Company, as a tool to help firms construct higher performing organizations.
  • The Culture Map was created in the same manner as our previous products.
  • You may use it to communicate your company’s culture inside the organization.
  • Finally, the Culture Map can assist in the development of a framework that can be adopted and scaled in the future.
  • What is the procedure for using The Culture Map?
  • What are you going to do or say?
  • What trends have you noticed thus far?

After that, create a map of your outcomes: Is there any evidence of real beneficial or bad repercussions as a result of the activity you’ve described?

Positively, prompt customer service replies may result in a higher number of “happy customers” inside your firm.

It is necessary to map out all of the factors that contribute to either positive or negative behaviors inside your organization in order to complete the enablers and blockers exercise.

Some instances of roadblocks are a faulty bonus system or a lack of funds for sticky notes.

But what about the “business values” that are emphasized?

I’m frequently questioned about business principles and where they fit into the larger context of corporate culture.

You must have the appropriate enablers in place to promote the appropriate actions in order to anticipate the appropriate consequences.

We feel that The Culture Map is a useful tool for creating a strong corporate culture in a methodical and planned manner, and we encourage you to use it.

Execution culture is prevalent in most businesses, with the emphasis being placed on the implementation of an established business strategy.

The creation of innovation engines—a place in which organizations may find their own future—is the most difficult undertaking to accomplish in the short term.

We’ve begun to develop the necessary tools and procedures, but corporations have yet to figure out how to securely establish the correct organizational culture for an innovation engine that can coexist with the execution engine in the long run.

Do you think we can design culture?

Download the Culture Map in PDF format (.pdf) Our Resource Library contains a free Culture Map that you can print off.

Culture Map

Culture is the beating heart, intellect, and soul of every institution. A company’s perception, thinking, feeling, and acting are all influenced by how its employees perceive, think, and feel. The way an organization functions is determined by its culture. With the Culture Map, culture becomes observable, discussable, and shapeable. Using a Culture Map, you may see cultural trends based on seven value clusters, each of which is represented by a different hue. The Culture Map concept is based on Memetics, which is the science of cultural development.

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A large number of Fortune 500 corporations, as well as medium-sized enterprises and non-profit organizations, throughout the world rely on the Culture Map technique, which mixes scientific work and novel ideas with practical expertise obtained from working with companies and organizations.

The Business Culture Design Process

The evaluation of contemporary culture serves as a starting point. Businesses may benefit from Business Culture Design because it combines quantitative results from online surveys with qualitative information gathered via one-on-one interviews and workshops. Not only is the real culture worked out collaboratively and participatively in Culture Map workshops, but a shared concept of culture as well as a common language are also developed in the process. Following a consideration of today’s cultural patterns, the context, problems, strategy, and goals of the organization are analyzed in further depth in order to assess the strengths and weaknesses of the company’s contemporary cultural patterns.

  • On the basis of the cultural objectives, systemic and personal domains of activity are deduced and developed.
  • Would you like to learn more about your organization’s culture?
  • Get in contact with us Comprehensive information on the Culture Map may be found in the book Business Culture Design (Campus, 2016).
  • The Culture Institute AG owns the trademarks Culture Map® and Business Culture Design®, which are both registered trademarks.
  • Business Culture Design is a must-read for everyone interested in organizational culture.
  • It helps you become a more active Business Culture Designer by making cultural patterns apparent and concrete via the use of the Culture Map.
  • All CEOs who want to better understand and lead their organizations should read this groundbreaking book, which getAbstract recommends highly.

A rich palette of common cultural patterns is shown by Simon Sagmeister, who also shows how their many kinds diverge in their evolution.

In spite of the fact that the subject of corporate culture is quite complicated, the author succeeds in presenting it in a manner that is both obvious and readily comprehended even by novices.

Culture Map is a concept introduced by Simon Sagmeister in his book, which is intended to represent all cultural patterns that emerge within an organization’s setting.

The numerous examples from various organizations provide food for thought as well as a wealth of information for leaders to use in their efforts to become active builders of their corporate cultures.

Very beautifully conceived and implemented in terms of aesthetic appeal.

Founder and creative director Simon Sagmeister wants to alter that.

Sagmeister’s notion is based on the “compelling concepts of great thinkers” from throughout history, which he has “consistently blended, reinforced, and adapted to the subject of corporate culture,” according to the author.

Furthermore, there are various derivations from nature as well.

Companies such as Google, Apple, IBM, Amazon, and Zappos demonstrate that cultural analysis does not consist solely of vapid retrospection (‘Polaroid went out of business because.’), but rather provides practical advice on current management issues to companies in the here and now, as demonstrated by their success.

In conclusion, it is reasonable to assert that these new types of culture design will assist you in steering your organization more simply and effectively towards the future. The Culture Map is outstanding in terms of its practical usefulness as well as its logic and reasoning is evident.

Culture Mapping – Hi there!

Do you find it difficult to break down organizational silos, promote creativity, engagement, and cooperation in your organization? Do you have the impression that the employees in your firm are resistant to change? Is the culture of your organization preventing you from reaching your full potential? Culture change is one of the most challenging — and yet most vital — components of any corporate transformation, regardless of the industry. Culture may be a company’s closest friend, but when the business climate becomes volatile and change is required, culture can prove to be the most difficult hurdle to overcome.

It is not only unmentioned, but it is also unmentionedable, at least in any serious or significant manner.

Peter Drucker is credited as saying, “Culture eats strategy for breakfast.” Few would argue with the fact that culture is crucial to the success of a firm.

Culture change programs are frequently well-intentioned, but they wind up being little more than a series of feel-good exercises.

The Culture Map

With the help of Alex Osterwalder, Yves Pigneur, Alan Smith, and Chris Finlay, I’ve been working on the development of a tool that companies can use to analyze culture, map culture, and modify their cultures. Currently, we have been testing with people and teams over the past two years, and thus far, the response has been very good. It’s a tool that encourages in-depth contemplation. Some of the input that has been received so far includes:

“I was amazed at how quickly people opened up and started talking about things they don’t usually talk about. Within five minutes they were sharing insights and ideas with each other.”

“Extremely clear depiction of the actual business culture – with numerous coincidences across all units and a substantial amount of supporting material.” “There was a significant influence on senior management (a true eye opener).” “A solid foundation for further interventions.” “We’ve been beta testing our own method of deploying the tool with actual clients, and the results have been nothing short of fantastic,” commented Esko Reinikainen of Satori Lab.

  • “Some of the highlights include: Identifying possibilities to save a significant amount of money.
  • Understanding the particular causes that are leading to the erosion of confidence inside an organization is critical to preventing further erosion.
  • These procedures can also be exceedingly time-consuming, emotionally draining, and financially draining as well.
  • It is also comparably quite cost-effective.” Here are a few articles on Culture Mapping to get you started: The origins of the first Culture Map are detailed here.
  • This document describes the Culture Map, which is a methodical and purposeful strategy for creating a strong business culture.
  • Culture Mapping best practices should be followed.
  • How huge corporations may foster a lean startup culture in order to improve their strategy and creativity.

Join the Culture Mapping Community on LinkedIn to learn more about this topic. Subscribe to get email notifications whenever there is new information on the Culture Map. You can also schedule a session on Culture Mapping so that you and your team can learn how to use this powerful new tool.

Talk to meabout bringing Culture Mapping into your organization.

We utilize the Fearless Culture Culture Design Canvas as a framework to assist businesses and teams in creating a healthy workplace culture. Using the Canvas, you can create a cultural blueprint that will help you to get clarity, foster alignment, and identify areas for improvement. Creating a map of your workplace culture makes it easier for individuals to comprehend the values that your firm represents. It also aids in the identification of discrepancies between present and intended conditions.

How to Use the Culture Design Canvas Tool

Before you begin, you should download the template in PDF format, or you may obtain the MURAL template. Before you attend the culture design workshop, put together your dream team. When it comes to creating a working culture, putting together the correct collection of individuals is critical. It is important that participants reflect a varied range of levels of seniority and tenure as well as different business units, talents, and viewpoints. If you want to create a strong corporate culture, you shouldn’t limit yourself to the traditional “culture kinds.” You want to examine the culture from a broader viewpoint; thus, you should avoid the conventional culture committee, which is consisting of a handful of human resources professionals, the CEO, and two trusted executives.

Make sure that everyone has read the materials before to the session.

A. Mapping your culture at a high level

Create a rough version of the canvas by putting huge ideas on giant post-it notes and pasting them onto the canvas. Consider this your initial iteration of a prototype. Don’t give it too much thought. Before beginning to work together, each participant should complete this task on their own time. The Culture Design Canvas consists of ten building blocks that are divided into three categories: – The Emotional Culture is at the heart of everything. The Functional Culture is a way of life. A typical error is to fill them all at the same time or in a random sequence.

B. Start at the core: purpose and values

The Core is the core of your company’s culture; it specifies the values that the organization upholds. The long-term goal of the organization, as well as the influence the firm wishes to have on the community, its workers, and the marketplace, are also important components of the culture. When mapping your culture with our tool, we recommend that you start with the most fundamental aspects. In the same manner as when building a house, you would begin by laying the foundation before erecting the walls, so it is with this project.

Some have even gone through the process of defining a purpose that is less self-serving in nature. Begin by catching some of these. The need for external facilitation or a particular session to address this issue will arise if you have not completed the exercise fully.

1. Company Purpose

The influence that a firm has on people and the larger community, rather than only on the business or market in which it works, is the organization’s primary goal or mission. Employees are motivated to take action when they have a clear understanding of why they are doing it. People like to feel that they are a part of something greater than themselves; the purpose serves as the North Star that directs our route, especially in times of adversity. As an illustration: This is the company’s mission statement: “To organize the world’s knowledge and make it universally accessible, useful, and fun.” “We are in business to rescue the earth,” says Patagonia, an outdoor clothing and equipment firm.

2. Core Values

Corporate values are similar to a code of conduct in that they are core beliefs that influence the behavior of your personnel. Values must be lived and practiced, not only preached about. Your company’s values provide guidance for the attitudes and actions that are required. They provide guidance on how to fulfill the company’s mission. One of Google’s most famous slogans is “Don’t be evil.” This statement sums up their core beliefs perfectly: “Don’t be evil.” Customer dedication, a will to succeed, and personal accountability are among the core principles of American Express.

3. Select top 3 cultural priorities

These core principles, which serve as the foundation for your company’s code of conduct, regulate the behavior of your workers. Instead than simply stating values, they must be shown. As a guide to the anticipated mindsets and actions, your corporate values may be found here. In order to fulfill the company’s mission, they provide guidance and direction. One of Google’s most famous slogans is “Don’t be evil.” This statement captures the company’s core beliefs well. Customer dedication, a competitive spirit, and personal accountability are among the company’s core principles.

4. What behaviors do we reward and punish?

The majority of businesses exhibit incoherent conduct. Their sermons teach one thing, while their actions reward another. Your culture is defined by the behaviors that you encourage and discourage. Values are meaningless unless they are brought to life through everyday activities. What kinds of actions do we encourage and reward? What are the behaviors that we penalize? Spotify recognizes and rewards original ideas. “Ideas, not the highest paid grade, win,” according to the music streaming startup.

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C. Work on the right side: the Emotional Culture

Then, when you’ve mapped out the foundation of your organization’s culture with the Culture Canvas, proceed to the right side of the tool and concentrate on the emotional culture by focusing on three building blocks: rituals, feedback, and psychological safety.

5. Psychological Safety

Psychological safety is essential for high-performing teams. It is the assumption that a team or culture is safe for taking risks with one another on an interpersonal level. Increasing Self-Awareness, Curiosity, Creative-Confidence, and Participation are all necessary components of establishing psychological safety. What strategies does your organization use to encourage people to speak up? What strategies does your team use to encourage involvement and transparency rather than groupthink and silence?

Every employee at Atlassian is a member of the insider group. For the first time in business history, the Australian software company shares everything with its staff before sharing it with the public.

6. Feedback

A good culture fosters open and continuous communication as well as constructive criticism. To reveal our blind spots, change our habits, and increase collaboration, it is an essential tool. Feedback is a precious gift. When it comes to giving and receiving love, the more you practice, the better you grow. Creating a culture of continuous and open communication is not an option; it is a need. Annual performance evaluations are being replaced by smaller, more regular team feedback procedures in the most successful firms today.

This fosters an environment of intellectual humility, which encourages everyone to be more receptive to hearing what other people have to say.

7. Rituals

Team rituals serve as frequent reminders to motivate people to take action and foster a sense of connection among members. Organizations create team rituals for a variety of reasons, including to kick-off new projects, welcome new personnel, celebrate victories, and encourage certain attitudes and habits, among others. “Can you tell me about your unusual methods of initiating, managing, or celebrating projects?” Zappos provides its interns a “Pay to Quit Bonus” if they leave the company. To determine how devoted new workers are to the company’s mission of “To live and give amazing” customer service, the online retailer is conducting a test.

D. Work on the left side: the Functional Culture

As soon as you’ve completed the emotional culture building blocks on the Culture Design tool, you may proceed to mapping the functional culture on the left-hand side of the tool.

8. Decision-Making

Those who are closest to the knowledge should have the authority to make decisions. The decision should be made by the person who is responsible for the situation, not by the source of power. Zappos delegated complete authority to their customer service representatives. This makes sense when you consider that the corporation places a higher priority on customer amazement than on profits. Distributing authority, on the other hand, is not a black-and-white proposition. Making decisions may be accomplished through a variety of approaches.

Each decision-making model has its own set of advantages and disadvantages; these models might vary from consent to advisory procedure to democratic agreement.

Example: Some companies choose a democratic approach to everyday problems but an authoritarian approach when confronted with a critical situation.

What procedures do we use while making decisions?

People at Netflix are given the authority to make choices on their own, without the need for permission from their superiors. The manager’s responsibility is to give context and guidance to employees in order to assist them make better decisions, not to make decisions for them.

9. Meetings

Interacting with and collaborating with others allows us to generate our best work. Meetings are essential for getting things done in teams. Some meetings, on the other hand, are quite fruitful, and others are a complete waste of everyone’s time. Organizations must decide which sorts of meetings are necessary and which events are worthwhile for their employees to participate in. Define the purpose, the frequency, and the duration of their visits. What methods will we use to convene and collaborate?

Airbnb holds executive meetings once a week.

10. Norms and Rules

A strong company culture does not necessitate the adoption of numerous regulations. People’s activities should be guided by the organization’s mission, values, and strategic goals. Dumb rules annoy and frustrate your most talented employees. People should be enabled rather than restricted by rules. Keep your guidelines as basic as possible and to a bare minimum. People will act in the manner in which you like them to behave; if you establish mature guidelines, people will behave in the manner in which you desire.

Consider the differences between Wikipedia’s success and Nupedia’s failure: the former relied on contributors, but the latter followed a strict, seven-step review procedure.

E. How to Review, Reflect and Adjust Your Canvas

Time to get back on track and look at the broad picture once more. Examine the canvas to ensure that it is clear, consistent, and straightforward. Try to come up with a theme — a single phrase that characterizes the culture of your firm. Netflix, for example, has a culture that promotes both freedom and responsibility. Airbnb offers a culture in which everyone feels like they can fit in anywhere they choose. When utilizing the cultural mapping tool, keep the following checklist in mind:

  • What values does your company’s corporate culture promote? Is it straightforward and unambiguous? Is the mission of your organization both lofty and attainable? Your beliefs and purpose should be about serving others, not about servicing yourself. Is it tough for you to see your organization’s culture being copied? Is it a source of competitive advantage
  • And Are all of the pieces in alignment with the values and the overall goal? Is authority and decision-making well-defined and evenly distributed? Examine if the actions and values are consistent.

Avoid the Following Mistakes when Mapping Your Culture

The process of mapping your culture necessitates strategic thought. There is no prize for completing the Canvas in a short period of time. Before moving on to the other regions, double-check that The Core is stable and powerful enough to support them. Return to each of the construction blocks. Is that what you’re saying? What exactly is lacking? What is it that is causing confusion rather than increasing clarity?

You map the ideal culture, not the real one

In order to view your business culture through the perspective of the larger organization, you must first create a corporate culture diagram. It is not intended to reflect the CEO’s perception of the culture, but rather the perception of average people. It is critical to involve individuals throughout the process in order to prevent making this typical error. It is critical to put together the best possible team in order to widen viewpoints during the session.

There are, however, a variety of additional methods of involving people. You can distribute the initial version and solicit input from others. Alternatively, while developing corporate principles, you might ask individuals to upvote the values that they believe are the most relevant.

You map your culture and think you’re done

To see your corporate culture through the perspective of the larger organization, the CDC is used in conjunction with other tools. Rather than reflecting how the CEO views the culture, it is intended to represent how ordinary people perceive it. This typical error may be avoided by including individuals throughout the entire process. It is critical to put together the best possible team in order to widen viewpoints throughout the meeting. Other methods of involving people can be found, however they are not as common.

Alternatively, while developing corporate principles, you may ask individuals to upvote the values that they believe are the most relevant to the organization.

Your Culture Design Canvas looks too generic

It’s important to remember that the goal of creating a culture is to make it distinctive and relevant. When competitors are unable to replicate your corporate culture, you gain a competitive edge. Examine your CDC and make sure it has a distinct appearance. Also, make certain that the material appears to be real and current. You want to build a culture that reflects the truth of your organization rather than a fictitious version of it.

Your Canvas Is Too Cluttered

Less is more in this case. Not every post-it note or suggestion that everyone brings to the table is intended to be included in the process of filling the canvas. One of the goals of the iteration process is to eliminate redundancies, concepts that don’t make sense, and ideas that are overly obvious. The aim is not to cover everything, but rather to remain focused on one issue. Do you have a plethora of values? Are they rituals – actual rituals – or are they merely habits to be followed?

Master The Culture Design Canvas

The Culture Design Canvas is a straightforward tool that anybody may use. However, training, practice, and coaching are required in order to master it. Filling in the blanks is simple; creating a culture that is distinct and memorable needs knowledge and experience. Watch this video to discover more about the tool, or sign up for a Masterclass to learn how to become a trained facilitator in your own right. Please let us know if you have any questions or if you would like us to come in to host a Culture Design Session for your organization.

Different Ways to Use the Culture Mapping Tool

The Culture Design Canvas is used in a variety of contexts, some of which are as follows:

  • To improve clarity and alignment, create a map of your present corporate culture. Create a map of your future culture, identify any gaps, and devise a plan of action for upgrading your company’s soul. Mapping local and global cultures, identifying gaps, and defining areas for localization (for example, encouraging local cultures to develop their own rituals, establishing local priorities, and so on)
  • Mapping your company culture across departments and levels, identifying conflicts and inconsistencies, and identifying opportunities for future alignment
  • If you are acquiring or merging two businesses, mapping both workplace cultures will help you integrate the two businesses more smoothly. Create the organizational culture of a new firm or one that does not yet have a well defined culture statement
  • And Team culture is important, yet it is often overlooked or underappreciated. In order to map and unleash the latent potential of team culture, you can use the Culture Design Canvas. A new CEO’s grasp of the company’s values and what is and isn’t functioning is enhanced by the use of the Culture Design Canvas throughout the onboarding process. If your firm is experiencing difficulties, this tool might assist you in redesigning your workplace culture. The Culture Design Canvas is a practical tool for identifying cultural growth possibilities. There are numerous things you can do to improve your organization’s culture without compromising what it stands for
  • For example,

To learn more about the different ways to apply the CDC,read this post.

It was made by Gustavo Razzetti (Copyright 2019 by Gustavo Razzetti) and is licensed under the Creative Commons Attribution 4.0 International License. Acknowledgement— You must offer proper acknowledgement (author name, link to the original canvas:, and provide a link to the license) and explain whether or not changes have been made to the canvas. Any reasonable technique is acceptable, but you must not in any way give the impression that the licensor endorses you or your usage. Moira Dillon created the artwork.

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