Organizations have an overarching culture and many subcultures. This presentation examines the impacts an organization's culture has on the subculture of a systematic design program.
competing values framework Focused Flexible External Internal Collaborate Clan Culture “Do things together” Control Hierarchy Culture “Do things right” Compete Market Culture “Do things fast” Create Adhocracy Culture “Do things fi rst” https://www.thercfgroup.com/ fi les/resources/an_introduction_to_the_competing_values_framework.pdf
competing values framework Focused Flexible External Internal Collaborate Clan Culture “Do things together” Control Hierarchy Culture “Do things right” Compete Market Culture “Do things fast” Create Adhocracy Culture “Do things fi rst” https://www.thercfgroup.com/ fi les/resources/an_introduction_to_the_competing_values_framework.pdf “People fi rst” “Disrupt everything” “Beat the competition” “Avoid risk”
Hierarchy Culture “Do things right” “I believe the scope of my work cannot be accomplished in any way other than to partner with teams who have caught the vision” “My subscribers haven’t created consistency, so I’m here to make sure they do going forward” Design system subcultures are most often Collaborative or Controlling
Hierarchy Culture “Do things right” Prioritization primarily based on subscriber needs Adoption primarily driven by relationship Intentionally fl exible (extension of the system is encouraged) The system adapts to the needs of the subscribers Prioritization primarily based on organization needs Adoption primarily driven by incentive Necessarily restrictive (“use what we have” is the general attitude) Subscribers adapt to the approach of the system Healthy Characteristics
Hierarchy Culture “Do things right” Tries to serve everyone perfectly, serving nobody well Overwhelmed with input, resulting in slow execution Extension is abused Hand-holding through onboarding Without input from subscribers, serves nobody well Disregard for input, resulting in need to rework Extension is prohibited No support for onboarding Unhealthy Characteristics
competing values framework Focused Flexible External Internal Collaborate Clan Culture “Do things together” Control Hierarchy Culture “Do things right” Compete Market Culture “Do things fast” Create Adhocracy Culture “Do things fi rst” https://www.thercfgroup.com/ fi les/resources/an_introduction_to_the_competing_values_framework.pdf
competing values framework Focused Flexible External Internal Collaborate Clan Culture “Do things together” Control Hierarchy Culture “Do things right” Compete Market Culture “Do things fast” Create Adhocracy Culture “Do things fi rst” https://www.thercfgroup.com/ fi les/resources/an_introduction_to_the_competing_values_framework.pdf
competing values framework Focused Flexible External Internal Collaborate Clan Culture “Do things together” Control Hierarchy Culture “Do things right” Compete Market Culture “Do things fast” Create Adhocracy Culture “Do things fi rst” https://www.thercfgroup.com/ fi les/resources/an_introduction_to_the_competing_values_framework.pdf
competing values framework Focused Flexible External Internal Collaborate Clan Culture “Do things together” Control Hierarchy Culture “Do things right” Compete Market Culture “Do things fast” Create Adhocracy Culture “Do things fi rst” https://www.thercfgroup.com/ fi les/resources/an_introduction_to_the_competing_values_framework.pdf
competing values framework Focused Flexible External Internal Collaborate Clan Culture “Do things together” Control Hierarchy Culture “Do things right” Compete Market Culture “Do things fast” Create Adhocracy Culture “Do things fi rst” https://www.thercfgroup.com/ fi les/resources/an_introduction_to_the_competing_values_framework.pdf