- the articulation of strategic vision (which should be both precise & liberating)
- the talent & skills that are necessary to achieve this vision
- the best way to organize our talent & skills to achieve our vision
- the processes that we can employ to give our talent a higher probability of success, and
- the values, measures & rewards by which we inspire, evaluate and compensate our talent.
Almost all managerial choice involves one of these five realms and together they determine how our people behave --i.e, they determine our "culture." The model was first proposed by my former IMD-colleague, Jay Galbraith, and is best represented by his star model (shown above). I think of the star as a sort of "steering" device. By "tuning" any of the five "levers" I can activate motion in my organization in one direction or another. To really steer the organization in the direction that I wish, I need to consider "tuning" all of them, and in such a way (and at the same time) -- alignment -- that the organization moves in the direction, and at the speed, that we aspire. This is what culture should be about. The conscious and thoughtful result of managerial choices; not mystery!