When choosing a place to work or change jobs, the most important thing to worry about is whether or not you are suitable for the company. Information sites and data banks provide some information about the company's performance, job description, and salary level. However, there are many things that are difficult to verbalize, such as the atmosphere of the company and implicit rules, until you join the company. The popularity of word-of-mouth sites may be a sign of that anxiety.
In this book, the author argues that the culture of a company that expresses "the company's uniqueness" should be clearly set like "business strategy." It is said that the business will run well by clarifying and verbalizing the culture of the company that is shared in somehow atmosphere, and by recognizing and instilling it inside and outside the company.
As the population declines, it will be difficult for the company to survive unless it is able to acquire excellent human resources and work longer. Especially now, due to the influence of the new coronavirus, it is difficult for job seekers to communicate directly with the company. The misfortune of not being able to hire the people you are looking for, or quitting because the people you hired did not suit your company, must be minimized. To that end, it is urgent to review the culture of the company from scratch, create a systematic culture model, and actively disseminate it.
With the diversification and decentralization of work styles, the coercive force of companies to surround employees is weakening. The centripetal force that employees voluntarily want to work for and contribute to this company will be indispensable for future corporate management. You can see that culture is at the core of it by reading this book.
The main points of this book
Companies must consider the cultural model of the organization as well as the business model. The culture model is the basis of management, which is related to business productivity and recruitment of human resources.
If the culture is verbalized and shared internally and externally, the gap between the expectations of companies and employees can be closed.
Culture design proceeds in five processes. That is, (1) inventory the current culture, (2) set a vision mission, (3) determine the direction of the culture, (4) verbalize the culture, (5) infiltrate the culture.
Why companies need culture
Expected value gap can be eliminated
"We value people" is a common phrase. However, there are many cases in which employees are unhappy, even though they say that they value human resources.
Even if super talented employees come in, they will retire immediately without producing great results. Even if a new graduate employee joins the company with a dream, he will quit within a few months of joining the company. Why is this happening when people are supposed to be valued?
One of the causes is the "expected value gap". The expected value gap is a state in which there is a difference between the expectations that employees have for the company and the actual working environment and conditions. The larger the gap, the more likely it is to be dissatisfied. With that in mind, a "company with no (small) gap between the environment expected by employees and the environment provided by the company" can be defined as a "good company."
Just as a company thinks of a "business model" as a business strategy, it must also think of a "culture model" as an organizational strategy. By verbalizing the culture and sharing it internally and externally, the expected value gap between the company and employees is eliminated. And if employees are satisfied with the company and continue to work with high loyalty, it will lead to the development of the company. Corporate culture has a direct impact on business.
Business can proceed speedily
Culture is like a compass. It guides what should be prioritized for the company, what decisions to make and what strategies to develop.
For example, let's say a new business that was launched a year ago didn't go well and was running a deficit. In such a case, what should the business manager do? Do you happily say, "I still have a lot of potential, so I'll do my best," or think, "Let's withdraw while the wound is shallow and consider a new business."
Different companies will give different answers. A company with the value of "thinking from a long-term perspective" would choose the former, and a company that emphasizes speed would choose the latter. It doesn't mean which one is right, but it makes sense to be convinced of the company's decision-making in line with the culture.
If your company's culture is pervasive, you can make speedy decisions even in situations where you need to make a last-minute decision. There is no need to inform "why" after making a decision.
In an era of change, you can't spend time on consensus within your organization. Culture is essential to driving business with a sense of speed.
You can hire people who suit your company
Recruitment has the greatest impact on culture externally.
In the past, it was common to hire new graduates all at once and dye them into your own culture. Even if there were some unreasonable things, the employees were convinced that "work is like this" and worked. On the other hand, the younger generation, called Generation Z (born 1996-2012), values "personality" and "individuality." Therefore, even if you hire new graduates at a high cost, you will retire before you can dye them in the culture.
They collect information on the Internet and identify large companies and startups on the same evaluation axis. Companies will use SNS and owned media to hire people who are likely to sympathize with the company's values and culture.
Expected value control becomes important here as well. No matter how much you say, "Our company is open and flat," it will be written on word-of-mouth sites if there is no actual situation. If the reputation of "actually one-man" is established, the branding will be ruined. Excellent people who should have been interested in the company are wary and difficult to hire.
The important thing is not to make the company's vision, mission, and value famous and innocent, but to take root as a real "culture". And it is to disseminate it inside and outside the company, and every stakeholder thinks "it seems to be this company".
What is culture
Definition of culture
There are two types of corporate culture. The first is a pattern in which what has been passed down since the company was founded is naturally cultivated as a unique "culture." The second is a pattern in which a company intentionally creates a "culture" with a clear will and direction.
The former often depends on the employees, member composition, and company environment at that time. It is a highly contingent thing shared in "somehow atmosphere". This is what is commonly referred to as "corporate culture."
On the other hand, the latter is created by clarifying the direction you want to aim for. By clarifying the direction of all corporate activities, we will create it intentionally. "Corporate identity," "corporate branding," "organizational culture reform," etc. correspond to this.
Culture can be paraphrased as "◯◯ -ness" such as "Mercari-like". For example, is "Apple-ness" "innovation," "sophisticated design," or "simple?"
In a 1997 ad, Apple put out the slogan "Think different." This was done for the outside world, but as a result, it seems to have a great influence on the behavior and behavior of employees. Apple products always have an "Apple-ness," and users support it when buying products.
As you can see from Apple's example, culture affects not only organizations and employees, but also customers. It is an important item that can be used to create customer value and build relationships with customers.
Culture and vision mission value
Vision, mission, and value are the starting point for forming culture. This is because the vision, mission, and value influence daily decision-making, actions, and behaviors, and by accumulating them, they become firmly established in the organization as a culture. If vision, mission, and value are inputs, culture can be described as an output produced through corporate activities.
Verbalizing Culture: The Case of Mercari
"Creating a global marketplace that creates new value" is a mission that embraces Mercari's visionary nature. And there are three values to accomplish this mission: "Go Bold", "All for One", and "Be a Pro". There is.
In 2017, when the author joined Mercari, the company was a distinctive company that verbalized its mission and values and fostered a consistent culture. At that time, there were about 600 members, but it almost doubled in a year. The diversification of human resources has progressed, with the continued hiring of foreign members and the hiring of financial graduates at the subsidiary Mercari. In such a situation, Mercari had a greater need to verbalize culture and share tacit knowledge as explicit knowledge.
At that time, in Mercari, in addition to mission and value, the word "sexuality theory" was frequently exchanged. "We are designing the system based on the theory of sexuality," and "we trust our employees based on the theory of sexuality." Although often used, the word was not clearly written and was conveyed in a somewhat atmosphere. Moreover, it is a concept that is difficult for people from English-speaking countries to understand, and there is a problem that there is no appropriate word for English translation.
So I came up with the word "Trust & Openness". It is open and open because we trust each other in the theory of sexuality. Rather than being tied up with a system, we trust each and every employee and make their own decisions.[Must read points!] 5 steps to create a culture
Step 1: Inventory the current culture
How should your company's culture be defined and defined? There are many possible approaches, but this book introduces the following five processes.
(1) Inventory the current culture
(2) Set a vision mission
(3) Determine the direction of culture
(4) Verbalize culture
(5) Infiltrate culture
In the summary, we will introduce three of these five processes: "inventory the current culture," "set a vision mission," and "determine the direction of culture."
First is inventory. Clarify a concrete image of what the current culture of the organization is. Rather than "I want to be like this" or "This is the ideal", let's frankly list the current situation as it is.
As you think about it, contradictions may become apparent. The points to be improved and considered here are also valuable materials for creating a culture.
Step 2: Set up a vision mission
Next is the setting of the vision mission. The vision mission is the long-term goal of the company and its raison d'etre. We are not just working to make a profit and make a profit. Companies exist to provide some value to society and make the world a better place. People work in sympathy with the company's vision and mission.
The hints of the vision mission are also hidden in familiar places. For example, words that are used many times in the president's speech, such as "I want to contribute to the local community" and "Let's make customers happy." Keywords that are used repeatedly in conversations between employees and words that appear repeatedly in company newsletters may also be important hints.
In any case, look for "what you can say because of this company" instead of the words borrowed from somewhere. It should be directly linked to the vision mission that it should aim for.
Step 3: Set the direction of culture
Once the vision and mission are set, determine the management stance of the company and set the direction of culture. In order for the culture to permeate the entire organization, it is necessary that the measures related to the organization and the words and actions of the management and employees are consistent.
In this book, four management stances are introduced. "Charisma leader management" where the founder still holds the management experiment, "team leader management" with a hierarchical structure, "multiple leader management" where leaders exist for each region and business, leadership and commitment are required for each employee It is "all leader management".
Just as different organizations have different cultures, there is no right answer to their management stance. In some cases, the management stance is changed, and in some cases, a different stance is temporarily adopted. Let's find a convincing direction based on the external environment, internal environment, business model, etc.
Recommendation of reading
Although I could not introduce it in the summary, this book carefully explains the know-how to create and permeate the culture model, such as the "7S framework" that is indispensable for creating the culture model and how to verbalize and permeate the culture. ing. This book, which explains how to build up the culture of a company that has not been verbalized in a logical and practical way, can be said to be a textbook with a very good culture model. The case studies of the brilliant companies to which the author belonged, such as Mercari and McDonald's Japan, are also interesting.
The methods in this book can also be applied to communities such as hobby circles and clubs. It goes without saying that it is important not only for companies to intentionally form a cultural model when considering the theme of survival of the community and improvement of member satisfaction. In that sense as well, this is a book that I would like people from various positions to read.