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Volume 1, Issue 1

Corporate Culture Journal

“Nurture a Corporate Culture ……… most importantly you treat it not as something “nice to have” but as a business imperative.”

Ann Mulcahy, CEO of Xerox

DCI Grapevine Office

Business Capability x Culture = Business Performance

What are you trying to measure?

What a Cultural Review is Not

Continued on page 3

Mergers & Acquisitions - Culture Risk

There is a plethora of documented studies on Mergers & Acquisitions (M&A) failure rates.  Depending on which source you use and which markets are evaluated, these failure rates vary from 40 to 80%.  When these figures are correlated with transaction volumes and dollar value, this failure rate becomes even more

depressing.  The figures below are total volume and dollar value of all USA and USA cross-border M&A activity taken from Mergerstat.com:

· 2008 - As of 10/02/08, 6,261 transactions totaling 667.6 billion dollars.

· 2007 - 10,574

· transactions totaling 1,345.3 billion dollars

· 2006 - 11,750 transactions totaling 1,484.3 billion dollars

Continued on page 3

What business leaders have to say about culture

Michael Dell, Founder and CEO of Dell, Inc.

“Success isn’t static - and your culture shouldn’t be either”

 

Richard Charkin, CEO of Macmillan.

“Company culture and pride in the business have more impact on loyalty than money.”

 

Bruce Chizen, Former CEO of Adobe.

“Adobe’s success throughout the years is a result of its unique corporate culture”

 

 

Too often organizations’ confuse employee satisfaction surveys with cultural reviews and 

become disappointed when they cannot achieve a culture change. So, what is the difference between an employee satisfaction survey and a cultural review?”   A cultural review is

neither an attempt to solicit a list of ideas the organization can implement to improve morale or job satisfaction, nor an attempt to get some sense of what the most popular benefits package

would be. A cultural review is an examination of specific cultural levers to provide an insight into the organization to understand how the cultural lever

composition impacts on the

organization’s performance.

Below are some of the key

differences between cultural reviews and employee

satisfaction surveys:

Cultural Reviews

1. Collect information about cultural levers and how they impact on an organization’s operational ability.

2. Are based on known       cultural levers that impact on 90% of an organization’s culture.

3. Are conducted for the   purpose of optimizing the   culture to provide bottom line impact.

4. Are focused on the organizational business drivers and bottom line impact.

Employee Satisfaction Surveys

1. Collect information about employees and how satisfied they are with their work environment.

2. Are based on reasons why people go to work for an organization and the factors that make them happy with those reasons.

3. Are conducted to improve the conditions of employment, to increase