Cultribute analysis

With those responsible, we first clarify the strategic task and the organisational capabilities required. We then examine which cultural patterns promote or hinder their use. From this connection, requirements for leadership roles can be derived. The terms give the discussion a shared structure without reducing the organisation to a fixed profile.

The cultributes required for the strategy and the associated leadership requirements are then described. The result can be a basis for organisational design, leadership development or culture work. The analysis itself does not yet create new capabilities; it names the points at which structure, leadership and learning must be connected in the further work.

Strategische Bedeutung und Entwicklungsbedarf abgleichen: Im Workshop werden heutige Fähigkeiten und die für das Zukunftsbild benötigten Voraussetzungen getrennt eingeschätzt. Anschließend wird betrachtet, wie wichtig die einzelnen Dimensionen für die Strategie sind. Die Kombination aus Entwicklungsbedarf und strategischer Bedeutung hilft bei der Priorisierung. Daraus können organisationale Handlungsschwerpunkte und Anforderungen an Führungskompetenzen abgeleitet werden. Die Ergebnisse bilden die Grundlage für nächste Schritte in Organisations- und Personalentwicklung.

Arbeitsergebnisse: Unterscheidung von Kompetenzen und organisationalen Fähigkeiten; Sicht auf heutige und benötigte Voraussetzungen; Begründete Entwicklungsprioritäten.

The scope of the assessment, its dimensions and its format are derived from the strategic question and the specific organisation.

Capability, cultribute and competence answer different questions. A capability is an ability of the organisation, learned over years, to solve certain problems and offer customers a benefit. A cultribute is a cultural condition that facilitates the strategic use of such capabilities. A personal competence describes what a manager or an employee knows, wants and is able to do.

This distinction changes the diagnosis: if a service in the company does not succeed, the cause does not automatically lie in a person’s lack of motivation. It may be a missing organisation-wide capability, an obstructive decision-making routine or an unclear leadership requirement.

To do this, we look at concrete situations from value creation and compare them with the strategic vision of the future. Those involved discuss which capabilities will be needed in future and which cultural patterns enable their use. Only then can requirements for leadership and people development be meaningfully derived.

A presentation slide can show this connection as a model; the actual analysis arises from jointly examining real cases. For clients, this makes the differences between a structural, cultural and competence task visible. It guards against training as the standard answer to a problem that lies in the rules of the organisation.

The analysis therefore does not hastily identify a deficit in people. Only when a capability, its cultural preconditions and the personal leadership requirement have been described separately can a targeted measure be chosen. A development programme can then respond to competencies that are actually needed, while an obstructive decision-making routine is addressed at the organisational level.

The cultribute analysis combines perspectives on culture, organisation and strategic requirements. A questionnaire or a workshop can provide indications of patterns, but the result must be read alongside concrete work situations. We discuss with leadership and those involved in which decisions, handovers and forms of cooperation a described culture actually becomes visible. Differences between areas can be particularly important for the diagnosis; an average would conceal them.

Questions for in-depth conversations and starting points for further organisational development are derived from the evaluation. The aim is not to attribute a cultural profile to people, but to understand the conditions under which they act. Only on this basis can it be decided which routines, structures or leadership practices should be changed.