Constructive Culture Blog

View all our posts at ConstructiveCulture.com.

Founded by Matt MacInnis in 2009 as a way to make the world a smarter place, Inkling is on a mission to transform how field employees get work done. What follows is Matt’s story of breaking away from the Apple way of doing things in order to shape an authentic culture at Inkling.

“Experience” and “learning” are two powerful words that shape and strengthen personal and professional accountability, effectiveness, and success. These two words are close to my heart and mind. I firmly believe that they are of utmost importance in today’s VUCA world.1 The more we can experience and learn, the better we can adapt and explore current and future situations.

Establishing and maintaining a strong workplace culture is a major undertaking for any organization. But when your organization grows 300 percent in the space of a year, holding onto the culture and values that led to such success becomes an uphill battle. That’s the challenge that Ron Storn, VP of People at Lyft, took to task when he joined the company—how do you keep values alive while your organization grows at a dizzying rate?

Perceptions of discrimination in the workplace have organization-wide repercussions as they can lead to variety of negative outcomes, such as lower levels of psychological well-being, decreased job satisfaction and commitment, reduced job performance and productivity, and increased turnover intention.

As Culture Evangelist at Zappos Insights, Jon Wolske is tasked with “taking the culture show on the road.” He brought his one-man show to the 2nd Annual Ultimate Culture Conference, going beyond the standard Zappos culture fare to take a deep dive into what makes the company a thought leader in culture.

Josh Bersin, principal and founder, Bersin by Deloitte, Deloitte Consulting LLP, fascinated the crowd with the interesting perspectives on culture he shared at the 2nd Annual Ultimate Culture Conference.

According to the business leaders I’ve spoken with, they see only about 10% of change professionals as high-impact, invaluable, strategic resources. So what distinguishes high-impact change practitioners?

Ed shared insights from an upcoming fifth edition (now released) of his hallmark book during an interview at the Human Synergistics Ultimate Culture Conference.

Culture experts and enthusiasts recently gathered in San Francisco for the 2nd Annual Ultimate Culture Conference. A theme of the day was that most leaders recognize culture as a critical factor for success, but it remains an elusive concept and has become an overused word. To kick off the conference, Tim Kuppler interviewed Rob Cooke, CEO of Human Synergistics, to explore culture along with some related constructs (like climate) that are sometimes confused or used interchangeably with it.  Some of Rob’s answers to Tim’s questions are summarized here.

Last month I had the privilege of attending the 2nd Annual Ultimate Culture Conference in San Francisco, hosted by Human Synergistics. One of many reasons for me to take the 12-hour flight from Switzerland was to be in the company of thought leaders in workplace culture, such as Dr. Edgar Schein. Among the many insights he shared, one in particular struck a chord with me: the different methods of surveying for culture data. Dr. Schein described two-dimensional (2D), 3D and 4D views one can take when trying to understand a company’s culture. My experience is similar, and it prompted me to draw out the following analogy.