Opinions And Ramblings By Adam Kmiec On All Things

Treat Your Organizational Culture And Education Like Products

Of late I’ve been thinking a lot about the importance of culture and educational initiatives. If you were to ask most leaders to describe their culture, you’d probably get a document that has a series of bullets, some key words or a few sentences. There’s nothing inherently wrong with documenting something as important as your organization’s culture. Documenting something makes it more “real.” But, simply documenting your culture, can often lead to a set it and forget it mindset. Culture, changes over time. It evolves. You could argue, it’s a living entity that has to be nurtured.

Google, “product development life cycle” – then choose images. You’ll see a number of similar looking graphics that depict how to go from need to launch and then eventually refinement. For illustrative purposes, I’m choosing this one from Concept Design.

Product Development Life Cycle

The most critical part of this workflow, is the dotted line section on the left. There’s a continual focus on refinement. Products are never perfect, out of the gate. There are bugs. There are things you had to compromise on, to hit the launch date. There are elements you couldn’t include, because the technology wasn’t mature enough. There are pieces you eliminated because your audience wasn’t ready for it. The point is, a product, is never done. There’s always an investment in time, people and dollars, to keep improving it and evolving it to reflect the current marketplace. That’s exactly what needs to happen with organizational culture. If not, your culture may reflect who you were, the day you created it, but be at odds with the company you have today.

Pivoting to organizational education initiatives, I think a product development mindset could benefit the effectiveness of these programs, as well. Here’s what happens in a typical organization.

  1. You have a bunch of unstructured lunch and learns
  2. Your external partners come in 1 – 3 times a year to share an outside in perspective
  3. You might a day or 2 dedicated to innovation
  4. You’ll send people to conferences. They’ll share recaps in a smaller meeting or in a mass email.
  5. Which leads to the worst offense, the myriad of internal email newsletters from different people across the company. Why do I call this the worst offense? Often the newsletters contradict each other, which leads to head scratching. I’ve seen this up close. There was a time when I would send out an internal newsletter, called, “Friday Five.” You had to opt in to receive it. It was a way to distill the most important and interesting 5 articles out on the web. The intent was to create focus. But, when you realize, that while you’re attempting to create focus, you’re still up against 10s, if not 100s of other internal newsletters, you realize, you’re more a part of the problem, than the solution.

But, what would happen if you took a product development mindset to education? Well, if you did, at a minimum, 3 things would happen.

  1. You’d have a product manager/owner responsible for understanding internal need, evaluating the marketplace options for education, developing a road map that ties into a strategy and then ultimately delivering against that roadmap.
  2. There would be a budget, objectives and an expected return. By having a budget and an expected return, you’d have a model for determining what educational initiatives fit and which ones don’t. Does it make sense to send 5 people Cannes? Maybe. Maybe, not. Should we leverage our advertising agency to present some outside in perspective on new breakthrough creative formats? Maybe that’s a great use of their time. Maybe, it’s a poor investment. The point is, now you’d have criteria to help you evaluate those situations.
  3. Constant an ongoing refinement would be part of the plan. Your education “plan” would be expected to keep pace with the changing demands of the business and of the employees.

In essence, you’d bring structure, rigor and accountability to something that’s usually scattershot and difficult to measure.

Culture and continual education are more than important; they’re critical for long-term success. Consider¬†applying a product development mindset and I have a feeling you’ll be surprised with the results.