The recent dismissal of Mark Papermaker from Apple has put a spotlight on corporate culture. The wrong cultural fit is one of the worst reasons that can be cited for a corporate departure. Being called out for weak performance during a recession is less painful, and at least you are in good company. But being let go due to 'cultural fit' issues is more akin to not having your golf club membership renewed. It's personal. For a technology geek, it is even worse when you are dissed by Apple — the ultimate culture for the creative genius, whose temperament is gladly tolerated for a runaway hit like the IPad.The high profile departure has led to a social media frenzy of armchair organizational men trying to characterize the right personality fit for Apple's corporate culture. Therein lies the problem. Defining corporate cultures is a difficult task. It is one that Gerry Johnson and Kevan Scholes have successfully tackled through their cultural web model. According to their work culture paradigm, six interrelated elements create a corporate culture.
Stories - A company's oral history can have a greater impact on workplace dynamics and performance than written rules and procedures. What do internal and external stakeholders say about your company? Do their perceptions and stories reflect the values and mission of your company?
Rituals and Routines - Routines can act as positive or negative reinforcements. What messages do your routines send to employees? If you break a routine do you breach a psychological contract?
Symbols - Symbols go beyond logos and branding. Negative messaging, especially in today's viral social media networks, can become institutionalized. Procter & Gamble eventually redesigned its logo after decades of allusions to three sixes and Satan.
Organizational Structure - Employee performance and motivation can differ dramatically between a hierarchical and flat organizational structure. Who yields power and how it is exercised can be key determinants of cultural fit. As bloggers have noted this week, Apple has a stronger ego factor at the top than most workplaces.
Control Systems - Pay for performance is playing a greater role in companies. The structure of rewards and incentives can serve as powerful motivators of employees and influencers on corporate culture.
Power Structures - How power is structured has a significant impact on corporate culture and reputation. In today's engaged and empowered workplace, we hear of fewer power mongers and screamers at the top of public companies because more culturally savvy shareholders know that these volatile personalities create a negative corporate culture.
Once you have defined your corporate culture, you are ready to define the employee profile that is the right cultural fit for the unique dynamics of your workplace.
