I’m trying to be a good guy in a stressed out world.

I think (a lot) about marriage, fatherhood, character, and leadership. I write for people who strive to be good and want to contribute at home, work, and in their communities.

Coming to you with love from Detroit, Michigan.

Supplement to "How To Actually Build A Culture - What I've Learned"

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This post is a supplement to "How To Actually Build A Culture - What I've Learned"

Determining your company or team’s habitat is not a trivial pursuit. Ask yourself these two questions:

  1. What do your customers reward – execution or innovation?
  2. What is your operating environment in your market niche - simple & stable or complex & dynamic?

Of course, answering these questions is not trivial either. Here are some other guiding questions to help you come up with the right answers:

What do your customers reward – execution or innovation?

  • Is your customer always going to what’s new?
  • Are your customers fixated on price or quality?
  • How often do your customers expect new products and services?
  • Do you have a fan-base of early adopters in your market niche?
  • Do customers know what they like and demand it?
  • Are customers dissatisfied or bored with what companies in your niche offer?

What is the operating context in your market niche – simple & stable or complex & dynamic?

  • Is your company or team divided into a lot of geographies or divisions?
  • Do you interact with a lot of partners?
  • Is there a new regulation that’s causing everyone to change?
  • Is there a new technology that’s disrupting the status quo?
  • Do customers have a lot of power when they’re making choices?
  • Are there a lot of new entrants to your market niche?

How To Actually Build A Culture - What I've Learned

Management Is A Technology That Needs Upgrading

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