Category Archives: OKR In Corporate Culture Management System

<p>The success of institutions is closely related to their ability to create a culture of trust with <strong>OKR</strong> and <strong>CFR</strong>. As a matter of fact, an institution that has created a corporate culture management system on the culture of trust is faster, more creative and more profitable. Because, employee loyalty, willingness and performance are higher more than ever.</p> <p><span style="font-weight: 400">It is possible to talk about 5 different <strong>corporate cultures</strong>;</span></p> <h3><span style="font-weight: 400"><strong>Coincidental culture</strong></span></h3> <p><span style="font-weight: 400">This cultures that are newly established, or that have just started to mature culturally. For example, they suddenly grew too fast or entered a process of change. Obviously, there are no clear policies or processes. They try to understand, to find it by trying. They manage a lot of crises and conflicts.</span></p> <h3><span style="font-weight: 400"><strong>Dependent culture</strong></span></h3> <p><span style="font-weight: 400">A culture has a chain of command. It is the culture where all decisions are made by the leader or the leaders who are empowered with a certain limit. They are either caused by the top leader’s desire for excessive management, or control. Additionally, they occur as a result of excessive processes, systems and rules. This applied in order to take precautions deeply against problems or to clarify the rules.</span></p> <h3><span style="font-weight: 400"><strong>Independent culture</strong></span></h3> <p><span style="font-weight: 400">This kind of companies cultures is where employees are empowered and have high performance expectations. But a common purpose and meaning is either absent or very weak. These organizations train successful employees, but have a hard time focusing on a common goal.</span></p> <h3><span style="font-weight: 400"><strong>Interdependent culture</strong></span></h3> <p><span style="font-weight: 400">It is a culture where the use of <strong>“CFRs”</strong> has become a habit, where goal unity has been achieved by the use of <strong>“OKRs”</strong>. They use goal setting protocols based on cooperation and commitment. In addition, they good at empowering employees and granting autonomy to their employees.</span></p> <h3><span style="font-weight: 400"><strong>Disruptive culture</strong></span></h3> <p>Whatever your level of culture is, your cultures will be change  easily with some bad leadership habit. This bad leadership habits are seeking out faults, creating fear, blaming, and focusing on punishment.</p>
Home Archive by category "OKR In Corporate Culture Management System"

Do Not Take Responsibility for Others!

Responsibility and OKR   Cooperation is crucially important and is part of the satisfaction in business life. But if collaboration is starting to push your limits, you find yourself in an enslaved position. Do not take responsibility for others. Understanding your situation is a little easier if y...

Continuous and Meaningful Feedback

Meaningful feedback; It should contain what is needed and include empathy. It should be given on time, just when needed. The package should be attractive and should motivate when opened. It should serve a constructive, developing, value-adding future-oriented result....

Continuous One-to-One Meetings

Continuous One-on-One Meetings Continuous one-on-one Meetings in OKR and CFR Have you spoken to a valuable team member on a one-to-one basis in the last 6 months? Have you spoken with a sentence or two that will add value to them, improve them, and highlight their strengths? When have you use the la...
What's OKRs?

A Two-Minute Crash Course Into What OKR are!

A Two-Minute Crash Course Into What OKR Are! OKRs date back to Peter Drucker’s MBOs. With his psychology and sociology studies at Intel, Andrew Grove transformed Peter Drucker’s MBO method to create OKRs. Transferring the model to John Doerr, who started out as an intern, and John Doerr&...