Mission

An organization’s mission is relatively stable. It has evolved to serve a particular set of customers with specific products and services and, although these may change overtime, the basic mission normally remains the same.

Vision

Corporate vision statements normally define the primary attributes that the organization seeks to establish and sustain. It is a statement to the world of who we are.

Strategic Objectives

These are established as a result of the organization’s Strategic Planning Process. The “Hoshin” Planning Process OLC advocates normally establishes strategic objectives annually within the context of a five-year plan. The leadership of the organization establishes these objectives based upon its analysis of the market place and priorities of its stakeholders.

Priority Improvement Objectives

These are objectives established as a result of the Strategic Planning Process where, to the degree possible, these are established in an interactive way between organizational leaders and organizational members who are responsible for achieving the objectives.

Process Improvement Projects – The Engine that Drives Change in Organizational Culture

Process Improvement Projects are not the only factor that influences Organizational Culture. One of the primary factors is the management style exhibited by organizational leaders. However, one place that this style is evident is in the degree to which Process Improvement Projects are enabled and supported by leaders and undertaken by those involved in the area of change. When people are given the knowledge and capabilities to undertake cost-effective Process Improvement Projects, they gain the experience of being responsible for supporting the organization’s strategic objectives and the satisfaction of making a contribution.

Organizational Capabilities

The soft capabilities of organizational members to work together efficiently and effectively towards achieving their shared objectives. It includes capabilities in leadership and teamwork that are necessary to understand and solve problems, and capabilities in customer focus, systems thinking and change readiness that support achieving innovations that benefit the organization as a whole.

Organizational Behavior

The behavior of organizational members is strongly influenced by the Human Effectiveness Capabilities. For example, strong capabilities in team work and customer focus influence the behavior of organizational members.

Organizational Values

Organizational values are the basic values that underlay the organization’s behavior. These should be considered as fundamental values that reflect the way the people treat each another, their customers within which they work and live. Changes in values influence the organizational culture.

Organizational Culture

The organization’s culture consists of an interrelated pattern of attitudes and beliefs that have been established over time. These are reinforced by the symbols, processes, and structures sustained by all employees.

Learning by Doing (Evolving)

OLC has found that undertaking“ learning by doing” projects involving both leaders and front-line workers enables the organization to achieve the dual objective of improving bottom-line performance and enhancing the organization’s human effectiveness capabilities (soft skills) which in turn influences organizational behavior and values, and thus, the organizational culture.