Confidential
Culture at TaxiForSureApril 2014
Confidential2
PART-1
A Primer on Culture
Confidential3
The term Culture, specifically organization culture, is widely used but hardly understood.
Have you ever tried this simple exercise?
Asking five senior executives and/or founders separately two questions:
• Can you explain to me what organization culture means to you in a simple and practical way?
• Can you describe to me the salient aspects of your organization culture?
Confidential4
Very likely, in most Firms, you will find them providing unclear and
inconsistent responses.
Confidential5
It is therefore very helpful to get a working knowledge of culture in
the same way as most of us have of, say, Strategy
Confidential6
Research by IBM concludes that in any organization, or team, seventy percent of the culture (or organization
climate as they refer to it) is driven by the leader of the organization or team.
In addition, the right culture can swing business results by thirty percent.
Putting two and two together, the right leader creates the right culture, which in turn can swing business
results significantly
Confidential7
A Good way to Start Understanding Culture is to Understand
what it is
and
what it is not
Confidential8
• Culture is about who gets rewarded and promoted
• Culture is about what behaviors and values we expect from our colleagues – behaviors that are acceptable and behaviors that are not
• Culture is the way things are done here
• Culture is the way decisions are made – extent of Consultation, Buy-in needed, Consensus etc.
• Culture is about how goals are set - set unrealistic goals and aim to achieve them or set conservative goals and definitely achieve them
What IS Culture?
Confidential9
Culture is therefore what successful teams or groups attribute their success to. Culture
therefore evolves
It is very much like evolution of life on this planet
It takes time, takes shape slowly, is often difficult to explain why it is what it is, and most important of all, it is very difficult to
make quick changes
Confidential10
• There is no good culture or a bad culture just as there is no right or wrong personal style of leadership. It is not right to conclude that one culture is superior to the other or one works better most of the time.
• Culture is not defined by a Company’s espoused values or artifacts like office layouts.
• It is not easy to change culture because it evolves slowly
What Culture Is Not?
Confidential11
One may, therefore, legitimately ask: “if organizations can’t change ‘who they are’, what’s the whole point of understanding culture?”
It is the same thing as asking: “if individuals can’t fundamentally change ‘who they are’, what’s the whole point of developing better self-awareness”?
Self-awareness helps an individual better understand herself in relation to the world around her, and hence, deal with situations more effectively
Confidential12
The lesson in this is that you should know what your organization culture is even if you can’t
change it easily.
The concept of ‘change management’ which many of us may have heard of is actually a
structured way of gradually making changes to elements of a Firm’s Culture that have become
dysfunctional over time
Confidential13
How can We as Leaders Drive the Right Culture?
Confidential14
Let us use a Real Life Example and Apply Elementary Game Theory
Confidential
Assume you are staffed on to a Project Team comprising Members who all have a Day job in addition to the Project
You need to decide whether you are going to work hard on the Project or attempt a free ride and focus on your
day job
How do you decide?
Take a look at the matrix on the next slide and see the different consequences and outcomes
Confidential16
Irrespective of what your colleagues on the Project choose to do, it is in your interest to ignore the Project
The project fails; nobody faulted; nobody rewarded; at least my line manager is happy that my day job was done well
The project fails I get into serious trouble with my line manager for being naïve and neglecting my day job
I do not work hard I work hard
My Colleagues do not work
hard
My Colleagues work hard
The project succeeds; everyone gets rewarded including a free rider like me. I havealso done my day jobwell
The project succeeds; everyone gets rewarded including a hard worker like me
If My Colleagues Work Hard, I have two choices – Work Hard or Not Work Hard. The option of ‘Not Work Hard’ has better results as you can see
If My Colleagues do not Work Hard, I have two choices – Work Hard or Not Work Hard. Again, the option of ‘Not Work Hard’ has better results as you can see
Confidential
Let us now Change the Matrix a bit and see how your Decision Changes
Confidential18
Irrespective of what your colleagues on the Project choose to do, it is in your interest to NOW Work Hard
The project fails; there is a stigma attached to everyone in the team including me
The project fails; but I am recognized as an honest corporate citizen who tried her best. My line manager does not see me as a sucker who could have devoted more time to her day job instead of to a failing project.
I do not work hard I work hard
My Colleagues do not work
hard
My Colleagues work hard
The project succeeds; everyone who worked hard gets rewarded (and since I did not work hard I do not get rewarded. Instead there is a stigma attached for being a free rider)
The project succeeds; everyone who worked hard gets rewarded (and since I worked hard, I am rewarded)
If My Colleagues Work Hard, I have two choices – Work Hard or Not Work Hard. The option of ‘Work Hard’ has better results as you can see
If My Colleagues do not Work Hard, I have two choices – Work Hard or Not Work Hard. Again, the option of ‘Work Hard’ has better results as you can see
Confidential19
Did You Figure Out What Changed Between the Two
Matrices?
Confidential20
What Changed Was the Kind of Behaviors That Were Rewarded by
The Leaders and the Firm
Culture is, Therefore, All About the Behaviors that are Encouraged and
Rewarded
Confidential21
If driving a Culture was just about changing a few things on the Matrix,
why is it so difficult in Real Life?
Confidential22
The reason why it is so difficult to reward the right behaviors and
penalize the wrong ones is because very often the wrong behaviors
produce some short term gains for an organization and the right
behaviors could produce some short term pain
Confidential23
Therefore, Firms need Clarity and Courage to bear the Short Term Pain in
exchange for the Long Term Gain.
This is a Very Difficult Trade-off
Confidential24
Weak Leaders are often Reluctant to take ownership for bringing about changes in
these dysfunctional behaviors that harm the Organization Culture
They often rely on Peripheral and Distracting Fixes like Compensation
Plans and Organization Structures that they think would magically induce the
right behaviors
Confidential25
PART-2
Culture at TaxiForSure
Confidential26
Culture is what gives TaxiForSure the best chance of Long Term Success both for our People and Business
Confidential27
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we would ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In all Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential28
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential
29
Ten Behaviors and Talents We Value
Respect for
peopleIntegrity Transparency Fun at
Work
Entrepreneurial Clarity
of Thought
Team Building &
Team Working
Communication & Influencing
Customer Centricity
Self Awareness
Confidential30
Respect for People
You are never disrespectful come what may and whatever the provocation
You do not belittle others however silly you think their idea may be
We can take feedback from the person who serves you tea or the janitor in the office and they will always say they are treated with respect
Your language is carefully chosen – even tough messages are communicated in a constructive tone
You never make oblique or sarcastic remarks
Confidential31
Integrity
What you say is what you mean
People shouldn’t need much tact in dealing with you
You always communicate the other person’s side of the story even if she is not around
You are truthful and do not hesitate in saying things like “I don’t know”, or “I goofed up”
You will give credit to others where it is due
You tend to credit others when things go right and look in the mirror when things go wrong and ask “is there something I should have done differently?”
Confidential32
Transparency
You don’t put on Masks. What people see is what they get
You genuinely get the affected parties involved in issues and their resolution even if you know they may ask you hard questions
You do not encourage and participate in too many side conversations. You prefer open discussion with all the parties involved
Confidential33
Fun at Work
You genuinely try and make the work place a fun place for your team and colleagues
You make it fun in your own way – help others learn, help teams let down their hair and build camaraderie and trust
Confidential34
Entrepreneurial
You make things happen. You demonstrate Risk Taking, Initiative and Self Leadership
You can handle Ambiguity and Thrive in Chaos
You can make the right Assumptions and Approximations. You can take decisions in the face of incomplete information
You demonstrate Execution Excellence
Confidential35
Clarity of Thought
You think strategically, and can articulate what you are, and are not, trying to do
You Seek insights and ask insightful questions
You can cut through the noise and smoke to quickly reach the underlying truth or root cause
You always step back to take a big picture view, foster strategic thinking in the organization, and understand interdependencies
You can often find simple solutions to complex problems
Confidential36
Team Building and Team Work
You Set high standards for Yourself and the Team
You would Proactively address and resolve conflict
You will hire great people. You will hire people who can push you and push the envelope. You won’t hesitate to hire people who are more competent than youhimself/herself
You understand when to delegate and when to micro-manage
You can give and receive feedback in a constructive way
Confidential37
Communication and Influencing
You are an active listener
You Communicate with energy and passion and have the ability to articulate complex concepts in a way that is simple to understand
You can use analogies and stories to add clarity and meaning to communications
You treat people with respect independent of their status or disagreement with you
You maintain calm poise in stressful situation
You can give and receive feedback in a constructive way
Confidential38
Customer Centricity
You take personal responsibility for correcting customer service problems
You recognize internal customers and treat them as if they were external customers
You will follow through on customer inquiries, requests, and complaints
You can set expectations with customers and don’t make promises that cannot be delivered
You are an active listener and ask a lot of questions for understanding a customer requirement
You can give and receive feedback in a constructive way
Confidential39
Self Awareness
You sincerely seek feedback and act on it
Your assessment of yourself is aligned with others’ assessment of you. In other words you have an accurate assessment of your strengths and weaknesses. You can actually your weaknesses as effortlessly as you articulate your strengths
Your aspirations are in line with your capabilities
You do not put on masks while interacting with people
You always ask yourself in a self-appraisal, “What could I have done better”, “Have I really met this Goal”
Confidential40
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential41
Dream Big and Aim High
Good is the Enemy of Great
Jim Collins, in Good to Great
Confidential42
We want Everyone to
Think Big
Think Beyond What is Possible
Think Out of the Box
Think beyond Conventional Boundaries
Confidential43
We are not a Public Company, catering to Market Watchers and Analysts,
Aiming for What is Possible and then Beating it
We are not looking for a predictable 20% per annum increase in share
Price
Confidential44
Incremental Thinking Will Get Us Steady Growth
But, We have not Attracted the kind of People We Have with The Promise of
Steady Growth
There is no Fun Living on the Horizontal Sections of the “S” Curve
Confidential45
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential46
Solving the Right Problems – Alice in Wonderland
Alice: Which Door Should I take?
Rabbit: That Depends Upon Where You Want to Go
Alice: I don’t know where I want to go
Rabbit: Then it doesn’t matter which door you take
If you are solving the wrong problems, it does not matter how well you solve them
Confidential47
The Interesting thing is that Most People who are Busy
Solving the Wrong Problems Don’t Even Realize that
Confidential48
People Solve the Wrong Problems for a Variety of Reasons:
1. They haven’t figured out the right problems
2. Solving the wrong problems is easy
3. Nobody has questioned them for solving the wrong problems – in fact they have been recognized as good problem solvers
Confidential49
Solving the Wrong Problems Manifests itself Commonly in Three Different Ways:
1. Solving problems that someone in your team should be solving
2. Jumping to conclusions (wrong conclusions) – on what is the cause of something – and working hard to fix it
3. Working hard to improve something (may be a process) – when the right thing to do may have been to eliminate the process itself. The inherent assumption being that the process (in this case) is NECESSARY. The broader fault is about defining the boundaries incorrectly
Confidential50
Therefore, Every Time You and/or Your Team Are Solving a Problem,
Ask Yourself (Yourselves)
“Are We Solving the Right Problem?”
Confidential51
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential52
Taking Ownership
Most Outcomes or Goals in Organizations have Different Levers.
Each Lever is only Partially Controlled by any One Team (or Individual)
It is Very Difficult to Structure Work in Ways that result in all the Levers being in
the Hands of Only One Team (or one individual)
Confidential53
Taking Ownership when things are Even Partially (Not Entirely) in Your
Control is an Attitude
We WANT our Teams and Team Members to demonstrate this
Attitude
Confidential54
This Does Not Mean, we are Encouraging Collective
Responsibility or Asking You to Own up for Something You were Not
Responsible for
Confidential55
It Just Means that We will Work as Real Teams and Collaborate
without Boundaries
Confidential56
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential57
People are our Most Important Pillar
Therefore Hiring is THE most important thing we do
Great People in the Wrong Structure can Make it Work. It may be a Little Sub
Optimal that’s all
Great People can make a Weak Process Work. Again, it may be a Little Sub Optimal
that’s all
Confidential58
We will Differentiate based on Performance and Talent
We can try and keep Everyone Happy by a Socialist Approach, but a Socialist
Approach results in a Socialist Growth Rate and Results. As a result, Good
People will Leave and Average People would be Loyal.
Confidential59
We Sincerely believe that the most important Job of Managers is to Hire, Manage and Motivate
their People
We expect them to spend a significant part of their time in Setting Goals, Clarifying Roles, Evaluating Performance, Providing Feedback and above all,
helping them Learn and Grow in their Career
We want everyone who works at TaxiForSure to be able to enhance the quality of their CV
Confidential60
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential61
Speed is as important as Quality
We operate in Markets, and in Times, where Speed, as much as anything else, Decides Who Wins and Who Gets to be
the Leader
We don’t have the Luxury of Trading off Speed and Quality
Both Matter Equally
Confidential62
Speed is often a Question of Clarity of Thought
It is in being able to Cut through the Clutter and Figure out the 2-3 Most Important Drivers, Levers or
Parameters in Any Given Situation and NOT get Distracted by the Noise and the Low Impact Levers
or Drivers
We therefore, expect all our People to be able to Make the Right Assumptions and Approximations.
Expect them never to get Stuck in an Analysis-Paralysis Situation
Confidential63
Any Decision is Better than Indecision
We will never have All the Information to Make a Decision. If we had All the Information, We wouldn’t
be needed.
Therefore we Value Informed Judgment (this is part of being Entrepreneurial)
Confidential64
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential65
We Sincerely Believe that while Controls and Process prevent a Firm from Imploding, they
Never lead it to Greatness
Smart People join us for the Freedom we provide
Confidential66
Creating Alignment Thru’
• Values, not Rules
• Culture, not Procedures
• Goals, not Paths
Great Execution Thru’
• Decentralization, not Centralization
• Empowerment, not Control
Confidential
67
Freedom to Execute
Decentralization • Low Center of Gravity of the Organization• Branches are our execution engines, and every one else
aligns to support them• Limited ‘Corporate Staff’ but of high quality• ‘Corporate Staff’ mind-set is one of creating value for
internal customers• Decisions made at the point where there is maximum
information
Empowerment • Process-Owners can seek inputs but will have to take decisions
• Frameworks, not Rigid Rules• Don’t make Commitments without thinking, but meet
Commitments Always• Always behave responsibly• Treat Company Expenses as if you would treat your
Personal Expenses
Confidential68
Trust and Personal Responsibility applies to Everything We Do
We will Never Have the Time, and Do Not Intend, Checking and Monitoring Everything
Therefore, Spend Company Money like you would Spend your Own
Keep Commitments.
Stick to Company Policy. If you Disagree, ask for a Review, but Adhere to it as long as it is in place
Confidential69
Eight Aspects of Our Culture
1. We Value specific Behaviors and Skills – And we know what they are
2. We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
3. We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
4. We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
5. People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
6. Speed is as important as Quality – in everything we do
7. Trust and Personal responsibility – In All Relationships
8. We are Facts and Data Oriented – in any problem we look at
Confidential70
Facts and Data Orientation
In God we Trust; All Others Must Bring Data
Unknown
Confidential71
Discussions become Meaningless without Data, and we are Never Sure if our
Decisions are Right
Confidential72
However, there will be Situations when we may not have All the Data needed to reach
a conclusion
We expect Managers to Figure out and Differentiate between Situations where
we need to Look for more Data and Facts and when to Make an Informed
Judgment
Confidential73
In Summary, Facts and Data based Analysis IS part of our DNA
Confidential74
Culture takes Root Through our Collective Efforts
Encouraging the Right Behaviors and Discouraging the Wrong Behaviors
Demonstrating through Actions
Walking the Talk
We hope Each of you becomes a Torch Bearer of the TaxiForSure Culture
In Conclusion