Culture and competencies
Our unique understanding of culture patterns, as illustrated in patterns of leader behaviors and organizational practices, enables us to identify for organizations what will create new kinds of dynamics needed to deliver strategy. We help organizations strengthen the weakest link in their talent management frameworks - connecting culture to competencies. Our understanding of the implications of different strategies for behaviors is leading-edge.
Using methods that include knowledge transfer to internal staff, we help organizations interested in refreshing their competency models or building new ones.
Client case
Our energy industry client had just completed generation of the core values for a spin-off company using a high-engagement discovery process and wanted to anchor the values with competencies and behavioral drivers reflecting the new business model. It wanted an objective and informed view that would enable them to move forward rapidly in communicating the competencies and behavioral drivers so these could be set as expectations across the organization, signaling the start of a new era.
Culture-Strategy Fit’s deep research into the patterns of behaviors and practices that contribute to core values and strategic outcomes enabled us to rapidly identify the competencies and behavioral drivers for the client. Understanding core values and the new strategy for this business was important. With our analytic models we were able to quickly map out the competencies and behavioral drivers. In so doing we were also able to identify some potential gaps in the work done so far and suggest upgrades.
Click on the file to see an example.
More information about Talent Management.
| Document Title | Size | Revision | |
|---|---|---|---|
| Competency Model Example | 112.00 kB | Jun 25, 2011 | Competency Model Example |
“We found that firms with cultures that emphasized all the key managerial constituencies (customers, stockholders, and employees) and leadership from managers at all levels outperformed firms that did not have those cultural traits by a huge margin." John Kotter & James Heskett, Harvard Business School, Corporate Culture and Performance
