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Culture at TaxiForSure презентация
Содержание
- 1. Culture at TaxiForSure
- 2. PART-1 A Primer on Culture
- 3. The term Culture, specifically organization culture, is
- 4. Very likely, in most Firms, you will find them providing unclear and inconsistent responses.
- 5. It is therefore very helpful to get
- 6. Research by IBM concludes that in any
- 7. A Good way to Start Understanding Culture
- 8. Culture is about who gets rewarded and
- 9. Culture is therefore what successful teams or
- 10. There is no good culture or a
- 11. One may, therefore, legitimately ask: “if organizations
- 12. The lesson in this is that
- 13. How can We as Leaders Drive the Right Culture?
- 14. Let us use a Real Life Example and Apply Elementary Game Theory
- 15. Assume you are staffed on to a
- 16. Irrespective of what your colleagues on the
- 17. Let us now Change the Matrix a bit and see how your Decision Changes
- 18. Irrespective of what your colleagues on the
- 19. Did You Figure Out What Changed Between the Two Matrices?
- 20. What Changed Was the Kind of Behaviors
- 21. If driving a Culture was just about
- 22. The reason why it is so difficult
- 23. Therefore, Firms need Clarity and Courage to
- 24. Weak Leaders are often Reluctant to take
- 25. PART-2 Culture at TaxiForSure
- 26. Culture is what gives TaxiForSure the best
- 27. Eight Aspects of Our Culture We Value
- 28. Eight Aspects of Our Culture We Value
- 29. Ten Behaviors and Talents We Value
- 30. Respect for People You
- 31. Integrity What you say
- 32. Transparency You don’t put
- 33. Fun at Work You
- 34. Entrepreneurial You make things
- 35. Clarity of Thought You think
- 36. Team Building and Team Work You
- 37. Communication and Influencing You are an
- 38. Customer Centricity You take personal
- 39. Self Awareness You sincerely seek feedback
- 40. Eight Aspects of Our Culture We Value
- 41. Dream Big and Aim High Good is
- 42. We want Everyone to Think
- 43. We are not a Public Company, catering
- 44. Incremental Thinking Will Get Us Steady Growth
- 45. Eight Aspects of Our Culture We Value
- 46. Solving the Right Problems – Alice in
- 47. The Interesting thing is that Most People
- 48. People Solve the Wrong Problems for a
- 49. Solving the Wrong Problems Manifests itself Commonly
- 50. Therefore, Every Time You and/or Your Team
- 51. Eight Aspects of Our Culture We Value
- 52. Taking Ownership Most Outcomes or Goals in
- 53. Taking Ownership when things are Even Partially
- 54. This Does Not Mean, we are Encouraging
- 55. It Just Means that We will Work as Real Teams and Collaborate without Boundaries
- 56. Eight Aspects of Our Culture We Value
- 57. People are our Most Important Pillar Therefore
- 58. We will Differentiate based on Performance and
- 59. We Sincerely believe that the most important
- 60. Eight Aspects of Our Culture We Value
- 61. Speed is as important as Quality We
- 62. Speed is often a Question of Clarity
- 63. Any Decision is Better than Indecision
- 64. Eight Aspects of Our Culture We Value
- 65. We Sincerely Believe that while Controls and
- 66. Creating Alignment Thru’ Values, not
- 67. Freedom to Execute Decentralization Low Center
- 68. Trust and Personal Responsibility applies to Everything
- 69. Eight Aspects of Our Culture We Value
- 70. Facts and Data Orientation In God we
- 71. Discussions become Meaningless without Data, and we
- 72. However, there will be Situations when
- 73. In Summary, Facts and Data based Analysis IS part of our DNA
- 74. Culture takes Root Through our
- 75. THANK YOU Visit us at www.taxiforsure.com
PART-1 A Primer on Culture
Слайд 3The 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?
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?
Слайд 5It is therefore very helpful to get a working knowledge of
culture in the same way as most of us have of, say, Strategy
Слайд 6Research 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
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
Слайд 8Culture 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
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?
Слайд 9Culture 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
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
Слайд 10There 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
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?
Слайд 11One 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
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
Слайд 12
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
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
Слайд 15Assume 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
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
Слайд 16Irrespective of what your colleagues on the Project choose to do,
it is in your interest to ignore the Project
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
Слайд 18Irrespective of what your colleagues on the Project choose to do,
it is in your interest to NOW Work Hard
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
Слайд 20What 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
Culture is, Therefore, All About the Behaviors that are Encouraged and Rewarded
Слайд 21If driving a Culture was just about changing a few things
on the Matrix, why is it so difficult in Real Life?
Слайд 22The 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
Слайд 23Therefore, 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
This is a Very Difficult Trade-off
Слайд 24Weak 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
They often rely on Peripheral and Distracting Fixes like Compensation Plans and Organization Structures that they think would magically induce the right behaviors
Слайд 26Culture is what gives TaxiForSure the best chance of Long Term
Success both for our People and Business
Слайд 27Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we would ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In all Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we would ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In all Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 28Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 29Ten Behaviors and Talents We Value
Respect for people
Integrity
Transparency
Fun at Work
Entrepreneurial
Clarity
of Thought
Team Building & Team Working
Communication & Influencing
Customer Centricity
Self Awareness
Слайд 30
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
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
Слайд 31
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?”
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?”
Слайд 32
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
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
Слайд 33
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
You make it fun in your own way – help others learn, help teams let down their hair and build camaraderie and trust
Слайд 34
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
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
Слайд 35
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
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
Слайд 36
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 you
himself/herself
You understand when to delegate and when to micro-manage
You can give and receive feedback in a constructive way
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 you
himself/herself
You understand when to delegate and when to micro-manage
You can give and receive feedback in a constructive way
Слайд 37
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
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
Слайд 38
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
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
Слайд 39
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”
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”
Слайд 40Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 42We want Everyone to
Think Big
Think Beyond What is Possible
Think Out
of the Box
Think beyond Conventional Boundaries
Think beyond Conventional Boundaries
Слайд 43We 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
We are not looking for a predictable 20% per annum increase in share Price
Слайд 44Incremental 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
There is no Fun Living on the Horizontal Sections of the “S” Curve
Слайд 45Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 46Solving 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
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
Слайд 47The Interesting thing is that Most People who are Busy Solving
the Wrong Problems Don’t Even Realize that
Слайд 48People Solve the Wrong Problems for a Variety of Reasons:
They haven’t
figured out the right problems
Solving the wrong problems is easy
Nobody has questioned them for solving the wrong problems – in fact they have been recognized as good problem solvers
Solving the wrong problems is easy
Nobody has questioned them for solving the wrong problems – in fact they have been recognized as good problem solvers
Слайд 49Solving the Wrong Problems Manifests itself Commonly in Three Different Ways:
Solving
problems that someone in your team should be solving
Jumping to conclusions (wrong conclusions) – on what is the cause of something – and working hard to fix it
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
Jumping to conclusions (wrong conclusions) – on what is the cause of something – and working hard to fix it
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
Слайд 50Therefore, Every Time You and/or Your Team Are Solving a Problem,
Ask Yourself (Yourselves)
“Are We Solving the Right Problem?”
Слайд 51Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 52Taking 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)
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)
Слайд 53Taking 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
We WANT our Teams and Team Members to demonstrate this Attitude
Слайд 54This Does Not Mean, we are Encouraging Collective Responsibility or Asking
You to Own up for Something You were Not Responsible for
Слайд 56Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 57People 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
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
Слайд 58We 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.
Слайд 59We 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
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
Слайд 60Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 61Speed 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
We don’t have the Luxury of Trading off Speed and Quality
Both Matter Equally
Слайд 62Speed 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
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
Слайд 63Any 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)
Therefore we Value Informed Judgment
(this is part of being Entrepreneurial)
Слайд 64Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 65We 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
Smart People join us for the Freedom we provide
Слайд 66
Creating Alignment Thru’
Values, not Rules
Culture, not Procedures
Goals, not Paths
Great Execution Thru’
Decentralization,
not Centralization
Empowerment, not Control
Empowerment, not Control
Слайд 67Freedom 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
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
Слайд 68Trust 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
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
Слайд 69Eight Aspects of Our Culture
We Value specific Behaviors and Skills –
And we know what they are
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
We dream Big on our Goals – We would rather aim very high and achieve partial success than aim low and beat targets
We Solve the Right Problems – Every time we will ask “Are we solving the Right Problem?”
We Take Ownership for Everything we do – even if the Outcomes are Not entirely in our Control
People are the most important Pillar – We would prefer Great people plus Average Process to Great Process plus Average People
Speed is as important as Quality – in everything we do
Trust and Personal responsibility – In All Relationships
We are Facts and Data Oriented – in any problem we look at
Слайд 71Discussions become Meaningless without Data, and we are Never Sure if
our Decisions are Right
Слайд 72
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
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
Слайд 74
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
Demonstrating through Actions
Walking the Talk
We hope Each of you becomes a Torch Bearer of the TaxiForSure Culture
In Conclusion
