Page 43 - MS Year in Review 2020

There are actually several levels or layers of culture in an organization. There is the

surface layer which is what we see and observe, mostly in the norms of behavior on
a day to day basis. Then there are the core values and related beliefs or
assumptions which drive or underlie the behavioral norms. However, below that is

what might be termed a set of “cultural attributes,” which are the “DNA” of culture.
These cultural attributes are dimensions of “corporate personality.” These are
things such as attitudes towards risk, or ethics; propensity towards planning (or

not!), systems, processes; attitudes towards professionalism, or
entrepreneurialism, or even bureaucracy. These underlying cultural attributes drive

the core beliefs, values, and norms which constitute the most observable level of
culture.

THE KEY DIMENSIONS OF CORPORATE CULTURE

We believe that while many dimensions of culture are important. However, typically
most attempts (actually almost all we have seen) to define and manage a culture
are based upon ad hoc statement so core values that have “face validity”

(intuitively “make sense”) to organizations and entrepreneurs. These typically
consist of lists of key words or phrases that seem reasonable or meaningful. For

example, one company stated that “our core values are ‘professionalism,’ ‘integrity,’
‘hard work,’ ‘teamwork’, and ‘results.’” Another used phrases such as “every penny
counts,” “doing more with less,” “the best idea wins,” and “working managers.”

Although on the surface this seems to be a reasonable approach, there are two
significant problems with this “method” of deriving a set of core values. First, it is
lacking in empirical (predicative) validity. How do we know that these asserted

values are meaningful or relevant to performance and organizational success?
Second, how do we know that these are what the key core values ought to be? To
answer these questions, we have been engaged in empirical research designed to

identify the key dements in of culture than companies ought to be managing.

Based upon our own original research and experience in working with organizations,
we have identified five key aspects of culture which have a statistically significant

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