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<b>Creative Company by Andy Law</b><br>
<font size=2>
(5200 total words in this text)<br>
(read: 8 times)<br><br>
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<h3 align="center"><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">Chapter
18 Culture <br>
from <font color="#CC6600">"Creative Company"</font><br>
By Andy Law</font></h3>
<h3 align="center"><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2"><b><font color="#CC6600">"how
St Luke's became the ad agency to end all ad agencies."</font></b></font>
</h3>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Do you work somewhere that has a strong company culture? </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
What do I mean by that? 'Company culture'? Actually, it's quite a vague
concept, weightless yet omnipresent, ardently defended yet invisible.
</font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
You will know if you have a company culture. You will know because it
will be referred to by your co-workers ('Don't worry, it always takes
a few weeks to get into place'). You will know because you will feel acceptance
or rejection ('She's just not one of us. She's too . . . um . . . er .
. . you know'). You will know because your boss will tell you ('It's OK,
what you're doing. Don't get me wrong. It's just that it's not the way
we do things around here'). </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
All work places have codes of conduct, histories, habits, routines, nicknames,
catch phrases, myths, mission statements, Chairman's statements, objectives,
strategies, systems, procedures. Merge them all together and you can get
what might be passed off as company culture. But the real thing is decidedly
different and is distinctive from the many false cultures that can be
found operating deep within companies. These false cultures come in a
number of forms. Below I describe five that I can instantly recognize.
</font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
I guess at this point I should assert my own definitions. I think a culture
is very different from a vision, and both of these are very different
from a mission. They ought to be defined, because then their role is made
clear. By that, I am not suggesting that all companies need a vision,or
a mission, or indeed a culture in order to be successful. I would, however,
say that with them, you are likely to be more successful. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
A vision is something you aim for. A long shot that you know you will
never fully achieve. Or if you do, it would dramatically change the company
you are in. It is an endless pursuit. Our vision at St Luke's is 'To Open
Minds'. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
A mission is the method by which you aim to reach your vision. 0uts is
'By Creating Fascination'. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
A culture is ... well ... I like how Ralph Stacey defined company cultures
in his excellent book Managing The Unknowable: </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
'Culture is a set of beliefs or assumptions that a group of people share
concerning how to see things, how to interpret events, what it is valid
to question, what answers are acceptable, how to behave toward others,
and how to do things. The culture of a group of people develops as they
associate with each other. The most important parts of it are unconscious,
and they cannot be imposed from outside, even by top management.' </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
This is 'proper culture' for me, because it is honest in what it describes
and practical in how it affects a company. Personally I fear cultures
that will not change, have to be constantly articulated or which cannot
thrive invisibly and instructively in the hearts and minds of every employee.
</font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Stacey's culture is based on beliefs or assumptions that you all share.
But not all types of businesses can be bothered with beliefs or assumptions
unless they belong to the boss. 'Stop pussyfooting around and give me
the sales data. I didn't get where I am today by believing in beliefs
and assumptions,' the fictional CJ, head of Sunshine Desserts, might say.
In fact the pursuit of the bottom line not only drives culture into a
corner, it also dangerously and dismissively reconfigures it as niceynicey,
soft stuff to 'keep the troops happy'. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
The presence and/or prevalence of the culture in your work place is defined
by the type of organisation you work for. Figure 3, first shown to me
by Dr. Bart Sayle, provides a useful tool to plot how individuals in society
prefer to conduct their lives and manage personal strategies within their
work. It has a simple premise. You either work alone or in groups of two
or more. And you either like to be bound by specific rules or prefer to
make agreements and unwritten laws bound by common consent. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
How do you square up? (And there are no right or wrong answers.) Are you
the sort of person that believes in groups of people, teams maybe, or
departments? Do you like to know exactly where you are going and how things
will pan out for you? You will find yourself to the right of this diagram,
if that is so. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Or are you attracted to the personal charisma and skill sets of one person,
like Richard Branson or Bill Gates, or the person whose name is on the
letterhead (Tom Rooney Esg - Master Carpenter)? If so, you will find yourself
on the left of this diagram. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Do you like to have a written handbook of 'do's and don'ts'? Are there
fixed procedures for doing things that you can recite? Do you have rigid
salary grades and enjoy them, not least because everyone is treated with
systematic fairness? If you do then you will find yourself at the top
of this chart. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Or do you make it up as it goes along? Do you feel that there are 'different
strokes for different folks' ('Let's all take a half-day off on all Fridays
from May to September. Everyone agreed?'). Do you change your views and
systems according to the market, the weather, the people you have around
you? If you recognise this kind of environment, then you will find yourself
at the bottom of the chart. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Figure 3: Cultures are Defined by Groups and Rules </font>
<p>
<pre>
<pre><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2"></font></pre>
<p>
<pre><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Need Rules
|
|
|
|
|
|
Individuals ---------------------------|------------------------------- Group
|
|
|
|
|
|
Enjoy Agreements</font></pre>
</pre>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
If you are in the top right corner, you enjoy hierarchy. This corner is
the definition of a group of people joined by rules that they, or their
superiors, need to have in order to retain direction and control. The
rules will be a mixture of legal requirements (by the way, there are very
few legal obligations a company has to meet) and company codes (there
will be hundreds of these). What time you start in the morning and what
time you clock off. Who can make what decision and who can commit what
budget. Who reports to whom, when and where. And so on. These are codified
and logged, and handed out to you the day you join. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">Most
companies are in this top right comer, as are most democracies. Democracies,
in fact, pride themselves on a system of government that is preordained
and inoculated against abuse or miscarriage of justice. The rules that
establish exactly how, when and where you vote, for example, are well
laid out. Whilst everybody may not know or care about the detail of the
rules of the organisation or government, the broad disciplinary procedures
are usually well known. The companies in the top right corner create lines
which you may or may not cross depending on who you are within the system.
For some the lines are thin and can be debated or crossed for individual,
specific reasons. For others the lines are thick and send out messages
- 'Cross this line at your peril'. These companies may flourish in this
corner of the diagram, and individuals within them may enjoy sharing the
same love of highly systematised procedures, but not all will. There will
be those individuals who occupy different corners of the diagram from
the company they are in, and the company of friends and associates they
keep in and out of the work place. Being a fish out of water in the work
place is a terrifying, but widespread malaise. Most of the time you keep
your deeply felt differences to yourself, until you feel you can make
a successful challenge, or until you can make a successful departure.
Doing this puts you under enormous stress.</font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
If you are personally in the bottom right comer, you would want to seek
out a company that others (and possibly you as well) will call a 'cult'
or a 'sect'. Companies here are not hierarchies, they are organisationally
much flatter. Instead of rules, companies in this comer subscribe to 'Sect'
and 'cult' are pejorative and other possible words like 'family' or 'dan',
used outside of their first and obvious meanings, suggest zealous religious
groups, or conjure up images of Bringham Young (who led the Mormons out
of Illinois in 1846 and established Salt Lake City as the base for Mormon
colonising), or the Cosa Nostra even. Apple of the early 80s was a company
like this. Steve Jobs would tell his fellow workers that they were going
to create something insanely great. Insanity is fine in this corner -
if that's where the leader is leading you! </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
If you think you live in the bottom left comer, you are in a personality
driven organisation. Hierarchical or flat, it makes no difference. Entrepreneurs
and dictators are to be found here. Sometimes the dictators are benign,
sometimes not. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
The personality will infuse and infect the whole organisation with their
dynamism and entrepreneurial flair. Rules are pointless. People here make
it up instinctively as they go along. Intuition replaces information.
Virgin is like this. It is Richard Branson's company whether you like
it or not. And if you don't, maybe you should leave, because things won't
change. If you do, you will flourish. You will be well looked after and
made to feel 'one of the gang'. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
If you are in the top left corner of the diagram, you are probably in
the worst of all places. You are an individual who conforms to a set of
personal guidelines or a personal interpretation of the company's rule
book. You are a 'Jobsworth', as we say in the UK. 'Oh, I couldn't do it
like that, it's more than my job's worth'. Severe cases here are lonely
and depressed because they wonder why they are amidst people who adhere
to different rules, different principles even. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Are there any organisations like this? I think so. Public services companies,
particularly the National Health Service (NHS). The NHS is Europe's biggest
employer, with over a million staff on its books. Despite a requirement
to provide health care, it does not have an overall mission statement.
It is often down to individual medical practitioners to make up their
own rules. People in the NHS are often there out of a sense of duty springing
from a personal desire to help. The same duty-driven people complain all
the time about the NHS and individually hold different ideas of how to
improve it. Take the issue of funding, for example. It will set chief
executive against consultant, doctor against nurse. Voters in an election
will hold a view, patients will speak first hand, the government will
take a different stance. beliefs and abide by agreements bound together
by trust. Interestingly there are no real positive words for companies
like this. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
This diagram cannot represent tidy compartments. Human nature does not
so easily conform to these stereotypes. Rather, the diagram operates best
when seen as a series of 'magnetic pulls'. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
The Body Shop is emotionally centred in the bottom left comer. Its staff
pull it to the bottom right and the City of London's rigorous financial
requirements pull it to the top right. (There is nothing more unnerving
to a finance man than constantly changing rules!) An individual in one
corner may belong to a company in another and may do well as the 'rogue
gene'or 'token maverick'. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Where you and your workplace are centred, the directions you are pulled
define an atmosphere of working conditions that sometimes add up to a
culture. But if your company is pulled in more than one direction, one
man's culture is another man's stricture. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Nike's culture was for years centred on its slogan 'Just Do It', which
is a kind of encouragement for everyone to join them in the bottom right
corner. Apple's culture of the 1980s was that of David versus Goliath.
The small (but smart) guy who was up against a brutish dominant force
(IBM, the Big Blue). Virgin employees are sent by 'Richard' to execute
his next brilliant idea. They are entrepreneurs in his image - restless,
slightly disorganised, creative, intuitive and almost always successful.
Virgin is a winning brand concept. </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Cultures that are badly assembled, or wafer thin, fall prey to the vagaries
of my simple diagram. They are quickly vaporised when different agendas
come to the fore (profit generation versus ethical purchasing, for example)
and are equally quickly invoked to smother a low-quality product ('We're
a distribution-led company, we've got to keep the lines moving and keep
the sales force happy; there's always someone out there who will buy our
product'). </font>
<p><font face="Verdana, sans-serif, Arial, Geneva, Helvetica" size="2">
Ralph Stacey's definition of culture clearly places an emphasis on shared
views. Strong cultures are like the wind. Invisible, but you know when
they blow and everyone feels the same force, from the same direction.
I find it important to remember this as I ponder what I call the 'Five-P'
types of unreal cultures. I see manifestations of these 5-Ps a lot (and
at times in St. Luke's), and I like these manifestations much less than
what I choose to call the 'Proper (or Pure) Culture'- i.e. Stacey's. In
fact, I worry about them, because I see companies adhering to a cultural
mantra that is inconsistent with its present stakeholders or trading environment.
These cultures are designed to protect and serve the community of people
in the company, but more often they dupe and debilitate them. They are
insidious cultures, because they can all live in the body of one company
at the same time. The 'Five Ps' are: Past Cultures, Pile-It-High Cultures,
Prescribed Cultures, Pseudo Cultures and Precious Cultures. </font>
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