Culture Hacks are the agile instrument to fill the desired corporate culture with life in the daily business routine. They keep the postulated values present and provide the necessary reflection of daily actions. Culture Hacks address the mindset and the concrete behavior, thus making the corporate culture tangible for all employees at every level of the hierarchy. This book is dedicated to this topic, which is increasingly perceived as important. Culture hacks represent an important element in shaping corporate culture. The topic is still relatively new, and the book is the first to present a comprehensive concept for the strategic use of culture hacks. It creates the link between corporate strategies and operational processes. The concept presented is very pragmatic: concrete models, tools, design principles and roadmaps clarify and accompany the implementation in operational practice. The book creates a framework for the targeted and strategic use of culture hacks to optimize corporate culture. The book is aimed at all managers and employees involved in corporate culture. The reader can expect the following content points: What are Culture Hacks? Strategic Hacks - Nudging - Tips & Tricks Irritations and pattern breaks as ways to change behavior Mindset and behavior - addressees of interventions Impulses through and for New Work, Management 3.0 and Agility Culture hacks as a guerrilla strategy Proven design principles - suitable fields of application Personal and organizational maturity levels How they can be integrated into everyday business life Inventory and roadmaps - Drawing from a pool of knowledge Dynamic design of culture hack strategies With digressions on Paradoxical Intervention, Empathy, Psychological safety, mindset and behavior Successful implementation - Do's and Don't's Numerous examples illustrate the procedure

Richard Conrad grew up in Washington, D.C., studied engineering and economics at Vanderbilt University, earned a master's degree in Economics as a local student at Fudan University in Shanghai, China, and later earned an MBA from the University of North Carolina at Chapel Hill.Richard worked for the last sixteen years for a large U.S. money management firm researching, analyzing, and investing in Chinese and Japanese equities. Richard is fluent in Chinese and Japanese and continues to live in Asia with his family.

HACK YOUR WORKPLACE CULTURE FOR GREATER PROFITS AND PRODUCTIVITY "I LOVE THIS BOOK!" —CHESTER ELTON, New York Times bestselling author of All In and What Motivates Me "When companies focus on culture, the positive effects ripple outward, benefiting not just employees but customers and profits. Read this smart, engaging book if you want a practical guide to getting those results for your organization." —MARSHALL GOLDSMITH, executive coach and New York Times bestselling author "Most books on customer service and experience ask leaders to focus on the customer first. Shane turns this notion on its head and makes a compelling case why leaders need to make 'satisfied employees' the priority." —LISA BODELL, CEO of Futurethink and author of Why Simple Wins "This is a must read for anyone in a customer service-centric industry. Shane explains the path to creating both satisfied customers and satisfied employees." —CHIP CONLEY, New York Times bestselling author and hospitality entrepreneur The question is not, "does your company have a culture?" The question is, "does your company have a culture that fosters outstanding customer experiences, limits employee turnover, and ensures high performance?" Every executive and manager has a responsibility to positively influence their workplace culture. Culture Hacker gives you the tools and insights to do it with simplicity and style. Culture Hacker explains: Twelve high-impact hacks to improve employee experience and performance How to delight and retain a multi-generational workforce The factors determining whether or not your employees deliver outstanding customer service

Culture hacks are an agile instrument for bringing the desired corporate culture to life in everyday operations. They keep the postulated values in focus and ensure the necessary reflection of daily activities. Culture hacks address the mindset and specific behavior, thus making the corporate culture tangible for all employees at every level of the hierarchy. Corporate culture, increasingly recognized as an important issue, is the focus of this book. Culture hacks represent a key element in shaping corporate culture. The topic is still relatively new, and the book is the first to present a comprehensive concept for the strategic use of culture hacks. It bridges the gap between corporate strategies and operational processes. The concept presented is very pragmatic: specific models, tools, design principles and roadmaps clarify and accompany the implementation in operational practice. The book creates a framework for the targeted and strategic use of culture hacks to optimize corporate culture. The Content What are culture hacks? Strategic Hacks - Nudging - Tips & Tricks Irritations and pattern breaks as ways to change behavior Mindset and behavior - addressees of interventions Impulses through and for New Work, Management 3.0 and Agility Culture hacks as a guerrilla strategy Proven design principles - suitable fields of application Personal and organizational maturity levels How they can be integrated into everyday business life Inventory and roadmaps - Drawing from a pool of knowledge Dynamic design of culture hack strategies With digressions on paradoxical intervention, empathy, psychological safety, mindset and behavior Successful implementation - Do's and Don't's Numerous examples illustrate the process The author Prof. Dr. Josef Herget combines many years of experience in research with international consulting activities. He has taught at various universities in Europe and managed several companies. He is director of the "Excellence Institute - Research & Solutions" in Vienna and a sought-after speaker, consultant and coach. The translation was done with the help of artificial intelligence. A subsequent human revision was done primarily in terms of content.

If you’re striving to make products and services that your customers will love, then you’ll need a customer-driven organization. As companies transform their businesses to meet the demands of the digital age, they find themselves grappling with uniquely human challenges. Organizational knowledge becomes siloed, employees move to safeguard their expertise, and customer data creates polarization and infighting between teams. All of these challenges widen the distance between the people who make your products and the customers who use them. To meet today’s challenges, companies need to do more than build processes for customer-driven products. They need to create a customer-driven culture. With the help of his friend and mentor Monty Hammontree, Travis Lowdermilk takes readers through the cultural transformation of the Developer Division at Microsoft. This book shows readers how to "hack" their culture and reduce the distance between them and their customers’ needs. It’s a uniquely personal story that’s told amidst a cultural revolution at one of the largest software companies in the world. This story acts as your guide. You’ll learn how to: Establish a Common Language: Help employees change their thinking and actions Build Bridges, Not Walls: Treat product building as a team sport Encourage Learning Versus Knowing: Help your team understand their customers Build Leaders That Build Your Culture: Showcase star employees to inspire others Meet Teams Where They Are: Make it easy for teams to to adopt vital behavior changes Make Data Relatable: Move beyond numbers and focus on empathizing with customers

This handbook offers a collection of cutting-edge essays on all aspects of strategic culture by a mix of international scholars, consultants, military officers, and policymakers. The volume explicitly addresses the analytical conundrums faced by scholars who wish to employ or generate strategic cultural insights, with substantive commentary on defining and scoping strategic culture, analytic frameworks and approaches, levels of analysis, sources of strategic culture, and modalities of change in strategic culture. The chapters engage strategic culture at the civilizational, regional, supra-national, national, non-state actor, and organizational levels. The volume is divided into five thematic parts, which will appeal to both students who are new to the subject and scholars who wish to incorporate strategic culture into their toolbox of analytical techniques. Part I assesses the evolving theoretical strengths and weaknesses of the field. Part II lays out elements of the theoretical and methodological foundations of the field, including sources and components of strategic culture. Part III presents a number of national strategic cultural profiles, representing the state of contemporary strategic culture scholarship. Part IV addresses the utility of strategic culture for practitioners and scholars. Part V summarizes the key theoretical and practical insights offered by the volume’s contributors. This handbook will be of much interest to students of strategic studies, defense studies, security studies, and international relations in general, as well as to professional practitioners.

There is significant evidence that an effective organizational culture provides a major competitive edge—higher levels of employee and customer engagement and loyalty translate into higher growth and profits. Many business leaders know this, yet few are doing much to improve their organizations’ cultures. They are discouraged by misguided beliefs that an executive’s tenure and an organization’s attention span are too short for meaningful transformation. James Heskett provides a roadmap for achievable and fast-paced culture change. He demonstrates that an effective culture supplies the trust that makes managing change of all kinds easier. It provides a foundation on which changes in strategy can be based, and it’s a competitive edge that can’t easily be hacked or copied. Examining leading companies around the world, Heskett details how organizational culture makes employees more loyal, more productive, and more creative. He discusses how to quantify its effects in order to sell the notion of culture change to the organization and considers how to preserve an organization’s culture in the face of the trend toward remote work hastened by the COVID-19 pandemic. Showing how leadership can bring about significant changes in a surprisingly short time span, Win from Within offers a playbook for developing and deploying culture that enables outsized results. It is a groundbreaking demonstration of organizational culture’s role as a foundation for strategic success—and its measurable impact on the bottom line.

Reliable information on potential security threats is not just the result of diligent intelligence work but also a product of context and culture. The volume explores the nexus between the intelligence process and strategic culture. How can and does the strategic outlook of the United States and the United Kingdom in particular, influence the intelligence gathering, assessment and dissemination process? This book contains an assessment of how political agendas and ideological outlook have significant influence on both the content and process of intelligence. It looks in particular at the premise of hearts and minds policies, culture and intelligence gathering in counterinsurgency operations; at case studies from imperial Malaya and Iran in the 1950s and at instances of intelligence failure, e.g. the case of Iraq in 2003. How was intelligence, or the lack thereof, a product of political culture and how did it play a role in the political praxis? The book shows that political agendas and the ideological outlook have a significant influence upon both the content and process of intelligence. This book was originally published as a special issue of Intelligence and National Security.

Strategic Culture(s) in Latin America elucidates why many state-actors in the Global South exhibit a remarkable degree of policy continuity in their external behavior despite structural incentives for change. This book contends that the theoretical notion of strategic culture is instructive to explain such a puzzle. It extends the application of strategic culture beyond the policy of nuclear deterrence among great powers into other equally strategic areas of policy, such as diplomacy, political economy, regional international institutions, legal norms, politico-military institutions, and different security agendas beyond war and peace, for example, the illicit drug-trade and peacekeeping missions. The overall contribution of this book is three-fold: first, it rescues, updates, and expands the original conceptual and theoretical dimensions of strategic culture. Second, it extrapolates further theoretical implications of the concept through its application to five policy domains in Latin America beyond the original application of the strategic culture perspective to nuclear weapons strategy among great powers in the 1970s. Third, it draws together the theoretical and policy implications of the strategic cultures in Latin America and identifies possible applications for other peripheral, non-great power policy areas and issues in the Global South. This book will be of interest to academics, graduate and undergraduate students, policy analysts, and practitioners of Latin American Studies, International Relations Theory and Security Studies.

HACK YOUR WORKPLACE CULTURE FOR GREATER PROFITS AND PRODUCTIVITY "I LOVE THIS BOOK!" —CHESTER ELTON, New York Times bestselling author of All In and What Motivates Me "When companies focus on culture, the positive effects ripple outward, benefiting not just employees but customers and profits. Read this smart, engaging book if you want a practical guide to getting those results for your organization." —MARSHALL GOLDSMITH, executive coach and New York Times bestselling author "Most books on customer service and experience ask leaders to focus on the customer first. Shane turns this notion on its head and makes a compelling case why leaders need to make 'satisfied employees' the priority." —LISA BODELL, CEO of Futurethink and author of Why Simple Wins "This is a must read for anyone in a customer service-centric industry. Shane explains the path to creating both satisfied customers and satisfied employees." —CHIP CONLEY, New York Times bestselling author and hospitality entrepreneur The question is not, "does your company have a culture?" The question is, "does your company have a culture that fosters outstanding customer experiences, limits employee turnover, and ensures high performance?" Every executive and manager has a responsibility to positively influence their workplace culture. Culture Hacker gives you the tools and insights to do it with simplicity and style. Culture Hacker explains: Twelve high-impact hacks to improve employee experience and performance How to delight and retain a multi-generational workforce The factors determining whether or not your employees deliver outstanding customer service