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OpenWork Culture Survey

competing values framework model with a twist

Culture Survey

innovation as a defining feature of company culture.

The OpenWork Culture Survey provides a new twist on the competing values framework model.  Specifically, the survey aims to assess the degree to which innovation is or isn’t a defining feature of company culture.

The vertical axis addresses the question: How much autonomy do you have in your work? Another way of asking this is: How do you work?

The horizontal axis addresses the question: Are you working on existing products/services, or on new and innovative products/services?  Another way of asking this is: What are you working on?

 

Efficiency Culture

Situated in the bottom left quadrant of the matrix, efficiency cultures are comprised of companies where the majority of employees are working on existing products and services in a highly controlled and prescribed environment.  There is little flexibility in how work gets done, and day-to-day work is primarily focused on squeezing efficiencies out of existing processes.

Employee-First Culture

Situated in the top left quadrant of the matrix, Employee-First Cultures provide high levels of autonomy within a sense of community to employees.  Employees have flexibility in how they get their work done.  In terms of what they are working on, employees in Employee-First Cultures also (like their efficiency culture counterparts) are mostly working primarily on existing products and services.

Predictable-Growth Culture

Situated in the bottom right quadrant, predictable growth cultures are focused on the growth of new extensions of existing businesses within known and predictable parameters.  While growth is a priority within these companies, because of the controlled and disciplined nature of the firms, growth is risk averse and predictable.  Employees in these companies (like their counterparts in efficiency cultures) have very little flexibility and autonomy in how they get their work done.

Exploration Culture

Situated in the top right quadrant of the matrix, exploration cultures provide employees significant autonomy and flexibility in how they get their work done, while at the same time encouraging employees to work on new and innovative products and services.  Companies with exploration cultures are more systematically committed to organic innovation as a core growth strategy.  They are also responsible for more disruptive and industry-defining innovations than the other cultural types.

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