Cultural/

organizational
transformation
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Hello!
I am Haitham Nabil Awd

Today I will be presenting (Cultural/Organizational

Transformation)

You can find me at:

Haitham.a@dtc-sol.com
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1.
Parameters
Fear vs Freedom
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Freedom
✖ The ability to think out of the box
✖ The ability to be honest and the ability to be able
to think without restraint
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Fear
✖ Fear of insecurity
✖ Fear of losing job
✖ Fear of decision making
✖ Countless researches show that fear is the number
1 factor of change inside any organization
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Fear and freedom matrix explained

✖ high fear & high freedom organizational culture:
✖ Limited innovation
✖ Potential for decision making is high, but
decision making is slow due to high fear
✖ Delegation will be weak due to fear of
decision making (Upward delegation)
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Fear and freedom matrix explained

✖ high fear & low freedom organizational culture:
✖ Centralization
✖ Everybody operates according to the book
✖ Resistance to change
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Fear and freedom matrix explained

✖ low fear & low freedom organizational culture:
✖ Announced frustration
✖ Tendency to break rules
✖ Revolutionary actions within
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Fear and freedom matrix explained

✖ low fear & high freedom organizational culture:
✖ Motivates quick trial and error
✖ Dependence on rules is minor
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Culture eats strategy for breakfast

TO adapt the existing culture to absorb, the new strategy
triangulation needs to be in order.
1- closely study existing culture via observation and note down
issues
2- check if strategy that is in plan is viable with a self-
administered questionnaires
3- put the actions in order and fine tune culture to fulfill
organizational objectives
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Types of organizations and their

cultures
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Types of organizational behaviours

 Types of organization Behaviors 13

Defined
Low freedom Moderate Fear Moderate Fear High Freedom
High fear Moderate Freedom High Freedom Low Fear
Autocratic Supportive Collegial
Custodial
Collegial model is an
In the autocratic model, In the custodial model, The supportive model extension of supportive
organizational behaviour
managerial orientation is the managerial model. The term collegial
depends on managerial
towards power. Managers orientation is towards theleadership rather than on the refers to a body of people
see authority as the only use of money to play foruse of power of money. The having common purpose.
means to get the things employee benefits. The aim of managers is to Collegial model is based on
done, and employees are model depends on the support employees in their the team concept in which
each employee develops
expected to follow economic resources of achievement of results.
high degree of understanding
orders. the organization and its towards others and shares
ability to pay for the common goals.
benefits.
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Organizational CUlture
It is a term that captures the internal atmosphere or personality of the organization. How things are supposed to
be done, what is appropriate there, or whether its acceptable to question the boss’s decision, are determined by
an organization’s culture
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Types of organizational
Cutlures
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Type of organizational cultures

Clan/Collaborate Adhocracy Market Heirarchy

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Clan Culture Ie Twitter

Pros: Happy teams who

genuinely enjoy working
together with great
communication between
Clan cultures offer a very employees.
friendly working environment
where things like relationships,
morale, participation, and
consensus take center stage.
In terms of leadership,
managers are looked to as
mentors, rather than
figureheads who dish out Cons: Too much
instructions and collaboration or unnecessary
reprimands chatter, which can send
productivity into a nosedive.
Decision making is weak
due to other people feelings
being high priority.
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Adhocracy culture Ie apple

Rooted in the word ad hoc, this type of culture lives by that “move fast and break things” philosophy
that’s been popular among a lot of startups. You might also hear it referred to as the “create culture.”
Entrepreneurial type of work environment, where employees are encouraged to take risks and
aggressively pursue off-the-wall ideas. As a result, a lot of innovation, learning, and growth takes place –
for employees and the organization as a whole.

Pros of this culture type:

An enormous amount of innovation and growth.
Increased psychological safety, which means employees feel secure trying new things.
Cons of this culture type:
A seeming lack of stability because so much is invested in new initiatives.
Sense of intimidation for newbies who don’t have the expertise to work quickly and aggressively.
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Market culture ie tesla

A market culture is also called a “compete culture,” because the emphasis is placed on results. To
put it simply, people want to win and accomplish what they set out to do.
Employees are highly goal-focused and leaders are tough and demanding in order to achieve the
success metrics the company has defined. It can be a high-pressure environment, but
simultaneously rewarding when that hard work pays off with real, measurable results.

Pros of this culture type:

Employees are driven and highly motivated to achieve their goals.
Improved performance for the company, because everybody is committed to success.
Cons of this culture type:
Encouraging constant competition can lead to a toxic work environment.
Employees can experience stress and even burnout as a result of the constant pressure.
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heirarchy culture ie military/political systems

A hierarchy culture (also known as a “control culture”) applies to work environments that are
more structured and process-oriented. Most activities and decisions are dictated by existing
procedures, rather than a lot of innovation and freethinking.
Leaders are in place to ensure that their teams run like well-oiled machines, and they place the
bulk of their focus on stability, results, and reliable delivery.

Pros of this culture type:

There’s a lot of clarity in communication and expectations because nearly everything is prescribed.
Employees experience a greater sense of security and predictability.
Cons of this culture type:
Prioritizing procedures over people can make the environment feel inflexible and even unsupportive.
Too much rigidity can stifle innovation and growth because people are afraid to think outside of the box.
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Maps

our
office
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Cultural/Organizational Structure
Success Story
Potion Studios
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Potion studios
Potion studios started out 17 years ago, with a great team.
Two guys back of a jewelry shop working very hard to make something big.
Seven years in the studio looked a lot nicer, but the owner didn’t want to go to work anymore. The
organization was built on the emphasis of sacrifice, with a great hire scheme.
The company was place to do the work but not a good place to work. He was so focused on the
work that everything else had been sacrificed (family, time, relationships in the company).
Everyone was focused on the work, and yes this created great work.
This wasn’t the only way to do it, was it ? Asked the owner Philip Tiongson.
He gathered the whole company together and said:” We have to change and if in 18 months, this
place is not different I am going to quit “, which means they were all going to quit too. Using fear
he started his first move, but team spirit was more dominant in the speech.

Cultural change is really hard even for a twenty-person company. Systems with intent change
culture.
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Potion studios
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Potion studios
Culture reflects behavior. If it’s acceptable for someone to be late, it’s acceptable for all to be late
even with the systems, put in place.
Communication is so important; this is a design firm.
He heard from a friend who had a business aswell, with an hour one-to-one meeting.
He tried one-hour meetings with every single employee, for a month. He asked these two questions.

Critical Feedback, from the even the interns

in the studio, was needed.
The communication system was implemented
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Potion studios
Culture grows in people not in handbooks.

What can we learn?

✖ Potion was built from a hybrid person.
✖ He saw that when the teams came together, a do or die mentality would kill the employees
resulting in the company dying.
✖ There couldn’t have been continuity without change.
✖ Creatives need to have open communication.
✖ A place where everyone can leverage their skills and talents.
✖ A hybrid culture.
✖ With accelerated growth, if change doesn’t happen work will get affected.
✖ When everyone acts toward the same goal, in creating the work together, success happens.
✖ He know has a new job now, he stopped being the person doing the work, instead everyone does
the work that needs to get done.
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Total success!
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Tawaklna (digital transformation for cultural

combat)
Saudi’s ace to combat covid 19
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The process was easy

Tawklna
Vaccination App Upload
measures
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Thanks!
Any questions?
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Sources
Special thanks to all the people who made and released these awesome resources for free:
✖ https://www.atlassian.com/blog/teamwork/types-of-corporate-culture#:~:text=They%2
0identified%204%20types%20of,market%20culture%2C%20and%20hierarchy%20cu
lture
✖ https://www.youtube.com/watch?v=E8_TY1-Pnio&ab_channel=poptech
✖ Lecture material