From McKinsey study, published in Creative Destruction by
Richard Foster and Sarah Kaplan 9
IBM CEO survey 10
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Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values 63
Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values Collaboration Fast, flexible decision making Flat,
networked organization Passion for innovation We value diversity We
value people Respect the individual 64
Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values Passion for innovation 65
Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values Collaboration Fast, flexible decision making Flat,
networked organization Passion for innovation We value diversity We
value people Respect the individual We innovate but dont launch
much 66
Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values Collaboration Fast, flexible decision making Flat,
networked organization Passion for innovation We value diversity We
value people Respect the individual We innovate but dont launch
much Need layers of approvals to launch Many brakes, few
accelerators 67
Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values Collaboration Fast, flexible decision making Flat,
networked organization Passion for innovation We value diversity We
value people Respect the individual We innovate but dont launch
much Need layers of approvals to launch We fear and avoid risk Many
brakes, few accelerators 68
Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values Collaboration Fast, flexible decision making Flat,
networked organization Passion for innovation We value diversity We
value people Respect the individual We innovate but dont launch
much Need layers of approvals to launch We fear and avoid risk Most
innovations fail Experiments are costly No action is better than
wrong action Many brakes, few accelerators 69
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Acted values - Values that can be inferred from evidence and
levers - Values that we demonstrate by our behavior Culture map for
Evidence How do we behave? What is observable? - how we work
together - the language we use - How we collaborate, compete,
create, and control? - The spaces we work in Levers What are the
rules of the game (formal and informal) that drive our behavior? -
Who controls what - How we make decisions - How we allocate
resources - What we reward - Design of the workspace and its rules
Values Assumptions (Based on acted values) - Why do we believe
these values will help us succeed? - Why do we believe these values
give us competitive advantage in our marketplace? 2013, Dave Gray.
Liminl LLC Stated values - What we say we value - Public statements
about values 114