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The Culture Cycle: How to Shape the Unseen Force that Transforms Performance Hardcover – August 24, 2011

ISBN-13: 978-0132779784 ISBN-10: 0132779781 Edition: 1st

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Product Details

  • Hardcover: 384 pages
  • Publisher: FT Press; 1 edition (August 24, 2011)
  • Language: English
  • ISBN-10: 0132779781
  • ISBN-13: 978-0132779784
  • Product Dimensions: 9.3 x 6.4 x 1.1 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 4.4 out of 5 stars  See all reviews (12 customer reviews)
  • Amazon Best Sellers Rank: #873,802 in Books (See Top 100 in Books)

Editorial Reviews

From the Back Cover

“Reading Jim Heskett’s book is not some vague exercise in academic idealism. It is a well-written, practical, compelling manual of how to build an enterprise that will endure for 100 years or more. You cannot afford to ignore it.”

John C. Bogle, Founder, The Vanguard Group, and author of Enough: True Measures of Money, Business, and Life 

 

“Jim Heskett has delivered yet another breakthrough in our understanding of how corporate cultures shape performance. If leaders take Heskett’s sound advice to heart, corporate performance will improve and trust in business can be restored.”

Bill George, Professor of Management Practice, Harvard Business School; former Chair and CEO of Medtronic; and author of Authentic Leadership 

 

“For those who might regard culture as an abstract, soft, perhaps ‘hippie like’ concept, Jim Heskett brings home its manifest value to both the organization and the sensibilities of its people.”

Herb Kelleher, Executive Chairman and CEO Emeritus, Southwest Airlines Co.

 

The Culture Cycle inspires leaders to start with people and shape their organizations’ cultures to drive engagement, inclusion, trust, innovation, and results. Jim Heskett has developed a new and valuable way to think about culture. This is a must read.”

Jane Ramsey, Executive Vice President, Human Resources, Limited Brands, Inc.

 

“Forget the squishy fluff; this book is hardcore, rooted in the numbers that drive margin. It shows the calculations…reveals the numbers for the ‘report card’ that predicts the future success of your company, division, or department…numbers every leader should know…and few do.”

Scott Cook, Co-Founder and Chairman of the Executive Committee, Intuit

 

“Jim Heskett’s is the essential handbook for today’s organizations that care about their people and are determined that theirs is an organization of the future.”

Frances Hesselbein, President & CEO, Leader to Leader Institute (formerly the Peter F. Drucker Foundation for Nonprofit Management)

 

In The Culture Cycle, renowned thought leader James Heskett demonstrates how an effective culture can account for up to half of the differential in performance between organizations in the same business. A follow-up to the classic Corporate Culture and Performance (coauthored with John Kotter), this book explains how culture evolves, can be shaped and sustained, and can promote both survival and innovation in tough times.

 

Drawing on decades of field research and dozens of case studies, Heskett introduces a powerful conceptual framework for managing culture and demonstrates it at work in a real-world setting. Heskett’s “culture cycle” identifies policies, practices, and behaviors  that are crucial to moving cultures forward and demonstrates how to calculate the economic value of culture through the “Four Rs” of referrals, retention, returns to labor, and relationships with customers.

 

Heskett’s insights will be invaluable to leaders, professionals, and consultants in HR, productivity, training, and operations–and for anyone seeking to optimize organizational performance.

 

A crisis in organizational culture?

Inflated expectations, poor experiences, or both?

 

How cultures are born, grow, flourish, wither, and die

From founder to failure: understanding the lifecycle of culture

 

Measuring and tracking the effectiveness of organizational culture

Beyond “strong” cultures to “successful” cultures

 

Leading cultural change

What only leaders can do–and how they can do it most effectively

 

About the Author

James Heskett is Baker Foundation Professor, Emeritus at Harvard University’s Business School. A leader in advancing management practice, he remains active at Harvard Business School; serves as a board member at Limited Brands; and consults with companies worldwide.  Heskett has won the Council of Logistics Management’s John Drury Sheahan Award; Sales and Marketing Executives International’s Marketing Educator of the Year Award; and the American Marketing Association’s Career Contributions to the Service Discipline Award. He is author and coauthor of several books, including Corporate Culture and Performance (with John P. Kotter); The Value Profit Chain (with W. Earl Sasser, Jr. and Leonard A Schlesinger); and The Ownership Quotient (with Sasser and Joe Wheeler).

 


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Customer Reviews

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Great book and very informative.
chris kiolbasa
Having said that, James Haskett argument will still be true that effective culture will increase company performance.
Sidarta Tanu
The book is dense with information, and isn't one you are going to read in an evening.
Stephanie Manley

Most Helpful Customer Reviews

3 of 3 people found the following review helpful By Jim Clemmer on October 28, 2011
Format: Hardcover Verified Purchase
Adaptability is absolutely critical today. As change tsunamis relentlessly sweep the globe, adaptive organizations are getting stronger and unadaptive ones are being washed out to sea. Harvard Business School professor, James Heskett's new book, The Culture Cycle: How to Shape the Unseen Force That Transforms Performance, follows up his and John Kotter's earlier work with updated research, current examples, and pertinent observations. Southwest Airlines, Wal-Mart, IBM, ING, 3M, and Proctor and Gamble are some of the adaptive cultures providing insights to the enduring success growing from their highly effective cultures.

Steps in The Culture Cycle

The book's main framework is a circular diagram following these steps:

1. Mission, Shared Assumptions, and Values -- Alignment with Strategies and Methods of Execution
2. Setting Expectations
3. Behaviors Consistent with Shared Assumptions and Values
4. Expectations (e.g. leadership, recognition, job opportunity, personal development)
5. Core Phenomena (Trust, Engagement, and Ownership)
6. Policies, Practices, and Behaviors (e.g. self-direction, accountability, transparency, collaboration)
7. Organization Learning (e.g. continuous improvement, adaptability, agility, and speed)
8. Results (Four Rs, innovation, growth, and profitability)

Steps 2 - 4 are labeled "Causes (less visible)" and steps 6 - 8 "Effects (More Visible)." Step 1 is at the top of the cycle and both the beginning and the end -- or beginning of the next turn of the cycle. Step 5 is at a halfway point and bridges causes to effects.
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2 of 2 people found the following review helpful By Jane Rosenthal VINE VOICE on November 8, 2011
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
Heskett gives a good overview of the importance and pitfalls of a corporation's culture. He points to some very interesting older and recent research. It is quite academic and has great examples sprinkled throughout. Heskett makes some important assertions that aren't particularly new or earth-shattering, but are important nonetheless, such as how company culture helped (Southwest) or hindered (BP) overcome adversity, challenges with employing the millennial generation, and coping through change. But the book Is not a workbook - and I am sure a few people reading it may want a step-by-step guide. Overall, though, the book is interesting and full of great examples of the importance of culture in the business world.
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1 of 1 people found the following review helpful By D. Waite VINE VOICE on January 15, 2012
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
James Heskett asks what culture has to do with performance. Answer: "strong culture does not guarantee performance." [p. 61] Yet Heskett argues for the importance of culture as predictive of maintaining performance and future performance.

Performance is tied to perception. The key to successful performance is culture + strategy + execution. Context is also mentioned as part of strategy.

The table of context is very detailed and a great tool for finding information fast. Each chapter begins with a question then moves to anecdotal evidence. Then there is some informal research and speculation. The chapters are capped with the final summary of what was just said. This summary can be a short cut for busy people looking for specific information.

The key to understanding and evaluating the model (chapter six) Haskett proposes is the "Four R's." (referrals, retention, returns to labor, relationships) They are considered to be the results of a strong culture. Yes, Heskett admits they (the entire book actually) are arbitrary (and anecdotal) and not based on scientific research.

After the model is introduced there are a series of interesting chapters on culture and how it interacts with innovation (chapter 8), adversity (chapter 9), globalization (chapter 10), mission (chapter 11), and forces that challenge organization culture (chapter 12).

That leaves with the final question. How does one lead... navigate the opportunities and proposals in this book? That is found in chapter 13.

If you are willing to accept the theoretical, anecdotal, and subjective nature of a speculative book then do not pass on this one. The observations may be anecdotal but they are keen. Kick the tires, give it a spin. Heskett may be prophetic or not... either way it is a deeply thought provoking read.
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1 of 1 people found the following review helpful By James Strock VINE VOICE on October 26, 2011
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
'The Culture Cycle' is an interesting and useful book. It will surely find an audience among both executives and academics.

James Heskett's goals are ambitious. On page 12 he offers eight questions, covering the waterfront of culture as a part of organizational management. The book's subsequent analysis is in four parts:

--the first is definitional. What is culture, and how does it relate to organizational performance.

-- the second dives further into the intersection of culture and performance, offering a model of determining how culture affects the bottom line.

--the third examines how culture affects organizational capacity for innovation and adaptation.

--the fourth focuses on how leadership can affect culture.

'The Culture Cycle' is thoroughly researched and leavened with practical experience and personal observation. It is comprehensive. It may in fact be more of a reference book for most people, than a book to read straight through.

In sum, 'The Culture Cycle' is highly recommended.
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