13

Chapter Title
16/e PPT
Corporate
Culture and
Leadership
Screen graphics created by:
Jana F. Kuzmicki, Ph..
!roy "ni#ersity$Florida %egion
McGraw-Hill/Irwin Copyright 2008 by The McGraw-Hill Companies, Inc !ll rights reser"e#
13-2
&!he biggest le#ers you'#e got
to change a company are
strategy, structure, and culture.
() ( could pick t*o, ('d pick
strategy and culture.+
,ayne Leonard, C-. -ntergy Corp.
13-3
&/n organization's capacity
to e0ecute its strategy depends
on its &hard+ in)rastructure 1 its
organization structure and systems
1 and on its &so)t+ in)rastructure 1
its culture and norms.+
/mar 2hide
13-4
Chapter 13 Roadmap

Instilling a Corporate Culture that Promotes Good Strategy

Execution

Identiying the !ey "eatures o a Company#s Corporate Culture

Strong $ersus %ea& Cultures

'nhealthy Cultures

(igh)Perormance Cultures

*dapti$e Cultures

Culture+ *lly or ,-stacle to Strategy Execution.

Changing a Pro-lem Culture

Grounding the Culture in Core /alues and Ethics

Esta-lishing a Strategy)Culture "it in 0ultinational Companies

1eading the Strategy Execution Process

Staying on Top o (o2 %ell Things *re Going

Putting Constructi$e Pressure on the ,rgani3ation to *chie$e Good Results

and ,perating Excellence

1eading the 4e$elopment o 5etter Competencies and Capa-ilities

4isplaying Ethical Integrity and 1eading Social Responsi-ility Initiati$es

1eading the Process o 0a&ing Correcti$e *d6ustments

13-5
(3S!(LL(34 / S!%/!-45$
(3S!(LL(34 / S!%/!-45$
S"PP.%!(6- C.%P.%/!-
S"PP.%!(6- C.%P.%/!-
C"L!"%-
C"L!"%-
13-6
4eining Characteristics
o Corporate Culture

Core values, beliefs, and business principles

Ethical standards

Operating practices and behaviors defining

ho e do things around here!

"pproach to people #anage#ent

Che#istr$! and personalit$! per#eating

or% environ#ent

Oft-told stories illustrating

Co#pan$&s values

'usiness practices

(raditions
13-)

*edication to custo#er satisfaction

+ealous pursuit of lo costs

,rugal operating practices

-trong or% ethic

.itualistic -aturda$ #orning #eetings

E/ecutive co##it#ent to

0isit stores

1isten to custo#ers

-olicit e#plo$ees& suggestions

"eatures o the Corporate
Culture at %al)0art
13-2

3ard-driving, results-oriented at#osphere prevails

"ll businesses are held to a standard

of being 41 or 42 in their industries as
ell as achieving good business results

E/tensive cross-business sharing of ideas, best

practices, and learning

.eliance on or%out sessions! to identif$, debate,

and resolve burning issues!

Co##it#ent to -i/ -ig#a 5ualit$

6lobali7ation of the co#pan$

"eatures o the Corporate
Culture at General Electric
13-8

Entrepreneurship of e#plo$ees

E#poered e#plo$ees are encouraged to

'e innovative

E/cel in their fields of speciali7ation

.espond 9uic%l$ to strategic opportunities

Creativel$ appl$ state-of-the-art technolog$ in a #anner

to pro#ote operating e/cellence
"eatures o the Corporate
Culture at ,ccidental Petroleum
13-1:

*eliver e/ceptional custo#er service to custo#ers

Co#pan$ #otto

.espond to ;nreasonable
Custo#er .e9uests!

Out-of-the-ordinar$ custo#er re9uests

vieed as opportunities for heroic! acts

<ro#otions based on outstanding service

-alaries based entirel$ on co##ission

"eatures o the Corporate
Culture at 7ordstrom#s
13-11
" companys culture is manifested in = = =

0alues, business principles, and ethical standards preached

and practiced b$ #anage#ent

"pproaches to people #anage#ent and proble# solving

Official policies and procedures

-pirit and character per#eating or% environ#ent

>nteractions and relationships a#ong #anagers and

e#plo$ees

<eer pressures that e/ist to displa$ core values

>ts revered traditions and oft-repeated stories

>ts relationships ith e/ternal sta%eholders

Identiying the !ey "eatures
o Corporate Culture
13-12

,ounder or earl$ leader

>nfluential individual or or% group

<olicies, vision, or strategies

Operating approaches

Co#pan$&s approach to people #anage#ent

(raditions, supervisor$ practices, e#plo$ee attitudes

Organi7ational politics

.elationships ith sta%eholders

%here 4oes Corporate
Culture Come "rom.
13-13
Role o Stories at 0icrosot
Oft-told stories focus on = = =

1ong or% hours of progra##ers

E#otional pea%s and valle$s in encountering and

overco#ing coding proble#s

E/hilaration of co#pleting a co#ple/ progra# on

schedule

-atisfaction of or%ing on cutting-edge pro?ects

.eards of being part of a tea# responsible

for a popular ne softare progra#

(radition of co#peting aggressivel$

13-14

-electing ne e#plo$ees ho ill fit! in

-$ste#atic indoctrination of ne e#plo$ees

-enior #anage#ent efforts to reinforce core

values, beliefs, principles, %e$ operating practices

-tor$-telling of co#pan$ legends

Cere#onies honoring e#plo$ees

ho displa$ cultural ideals

0isibl$ rearding those

ho follo cultural nor#s
(o2 Is a Company#s Culture Perpetuated.
13-15
"orces Causing Culture to E$ol$e

@e challenges in #ar%etplace

.evolutionar$ technologies

-hifting internal conditions

>nternal crisis

(urnover of top e/ecutives

" ne CEO ho opts to change things

*iversification into ne businesses

E/pansion into foreign countries

.apid groth that involves adding #an$ ne

e#plo$ees

Aerger ith or ac9uisition of another co#pan$

13-16
Company Su-cultures+ Pro-lems Posed -y
7e2 *c8uisitions and 0ultinational ,perations

0alues, beliefs, and practices ithin a co#pan$ can var$ b$

*epart#ent

6eographic location

'usiness unit

-ubcultures can clash if

(he$ e#brace conflicting business philosophies

Be$ e/ecutives use different approaches to people

#anage#ent

*ifferences beteen a co#pan$&s culture and recent

ac9uisitions have not been ironed out

E/istence of subcultures does not preclude i#portant areas

of co##onalit$ and co#patibilit$ being established in
different countries
13-1)
Types o Corporate Cultures
Strong $s9 %ea& Cultures
Strong $s9 %ea& Cultures
'nhealthy Cultures
'nhealthy Cultures
(igh)Perormance Cultures
(igh)Perormance Cultures
*dapti$e Cultures
*dapti$e Cultures
13-12

Conduct business according to a clear, idel$-

understood philosoph$

Considerable ti#e spent b$ #anage#ent

co##unicating and reinforcing values

0alues are idel$ shared and deepl$ rooted

3ave a ell-defined corporate character,

reinforced b$ a creed or values state#ent

Careful screeningCselection of ne
e#plo$ees to be sure the$ ill fit in!
Characteristics o
Strong Culture Companies
13-18
(o2 4oes a Culture Come to 5e Strong.

1eader ho establishes values and behaviors

consistent ith

Custo#er needs

Co#petitive conditions

-trategic re9uire#ents

" deep, abiding co##it#ent to espoused

values, beliefs, and business philosoph$

<racticing hat is preachedD

6enuine concern for ell-being of

Custo#ers

E#plo$ees

-hareholders
/alues
Customers
Employees
Shareholders
13-2:
Characteristics o %ea& Culture Companies

1ac% of a idel$-shared core set of values

,e behavioral nor#s evident in operating

practices

,e strong traditions

@o strong sense of co#pan$ identit$

1ittle cohesion a#ong depart#ents

Eea% e#plo$ee allegiance to

co#pan$&s vision and strateg$
13-21

3ighl$ politici7ed internal environ#ent

>ssues resolved on basis of political clout

3ostilit$ to change

"void ris%s and don&t scre up

E/peri#entation and efforts to

alter status 9uo discouraged

@ot-invented-here! #indset F co#pan$

personnel discount need to loo% outside for

'est practices

@e or better #anagerial approaches

>nnovative ideas

*isregard for high ethical standards and

over7ealous pursuit of ealth b$ %e$ e/ecutives
Characteristics o 'nhealthy Cultures
13-22

-tandout cultural traits include

" can-do spirit

<ride in doing things right

@o-e/cuses accountabilit$

" results-oriented or% cli#ate in hich people go the e/tra

#ile to achieve perfor#ance targets

-trong sense of involve#ent b$ all e#plo$ees

E#phasis on individual initiative and creativit$

<erfor#ance e/pectations are clearl$ identified for all

organi7ational #e#bers

-trong bias for being proactive, not reactive

.espect for the contributions of all e#plo$ees

Characteristics o
(igh)Perormance Cultures
13-23

Eillingness to accept change and e#brace challenge

of introducing ne strategies

.is%-ta%ing, e/peri#entation, and innovation to satisf$

sta%eholders

Entrepreneurship is encouraged
and rearded

,unds provided for ne products

@e ideas openl$ evaluated

6enuine interest in ell-being

of all %e$ constituencies

<roactive approaches to
i#ple#ent or%able solutions
(allmar&s o *dapti$e Cultures
13-24

Any changes in operating practices and behaviors

Must not co#pro#ise core values and long-standing business

principles

Must be legitimate in the sense of not having an inappropriate or

unfair i#pact on the best interests of %e$ sta%eholders

Custo#ers

E#plo$ees

-hareholders

-uppliers

Co##unities
4ominant Traits o *dapti$e Cultures
13-25

" co#pan$&s culture can contribute to F or hinder

F successful strateg$ e/ecution

" culture that pro#otes attitudes and behaviors

that are well-suited to first-rate strategy
execution is a valuable ally in the strateg$
e/ecution process

" culture here attitudes

and behaviors impede
good strategy execution is a
huge obstacle to be overcome
Culture+ *lly or ,-stacle
to Strategy Execution.
13-26

" culture that encourages actions and behaviors

supportive of good strategy execution

<rovides e#plo$ees ith clear guidance regarding hat

behaviors and results constitute good ?ob perfor#ance

Creates significant peer pressure a#ong co-or%ers to

confor# to culturall$ acceptable nor#s

" culture i#bedded ith values and behaviors

that facilitate strategy execution pro#otes
strong e#plo$ee co##it#ent to the co#pan$&s

0ision

<erfor#ance targets

-trateg$
%hy Culture 0atters+ 5eneits
o a Tight Culture)Strategy "it
13-2)

" good job of culture-building b$ #anagers

<ro#otes can-do attitudes

Encourages acceptance of change

>nstills strong peer pressure for

strateg$-supportive behaviors

Enlists enthusias# and dedicated

effort to achieve co#pan$ ob?ectives
Closely aligning corporate culture 2ith the
Closely aligning corporate culture 2ith the
re8uirements or proicient strategy execution
re8uirements or proicient strategy execution
merits the ull attention o senior executi$es:
merits the ull attention o senior executi$es:
,ptimal ,utcome o a
Tight Culture)Strategy "it
13-22

Conflicts beteen culturall$-approved

behaviors and behaviors needed for good
strateg$ e/ecution send #i/ed signals

Should e#plo$ees b$ lo$al to the culture and co#pan$

traditions and resist actions and behaviors pro#oting
better strateg$ e/ecutionG

r should the$ support the strateg$ b$ engaging in

behaviors that run counter to the cultureG
%hen a company#s culture is out o sync 2ith
%hen a company#s culture is out o sync 2ith
2hat is needed or strategic success; the culture
2hat is needed or strategic success; the culture
has to -e changed as rapidly as can -e managed:
has to -e changed as rapidly as can -e managed:
The Perils o Strategy)Culture Conlict
13-28
Creating a Strong "it
5et2een Strategy and Culture
Responsibility of Strategy Maker
Responsibility of Strategy Maker
F
F
-elect a strateg$ co#patible ith the
-elect a strateg$ co#patible ith the
sacred or unchangeable parts of
sacred or unchangeable parts of
organi7ation&s prevailing corporate culture
organi7ation&s prevailing corporate culture
Responsibility of Strategy Implementer
Responsibility of Strategy Implementer
F
F
Once strateg$ is chosen, change
Once strateg$ is chosen, change
hatever facets of the corporate
hatever facets of the corporate
culture hinder effective e/ecution
culture hinder effective e/ecution
13-3:
"ig9 1391+ Changing a Pro-lem Culture
13-31

Aa%e a co#pelling case h$ a ne cultural

at#osphere is in best interests of both co#pan$ and
e#plo$ees

Challenge status 9uo

Create events here e#plo$ees

#ust listen to angr$ %e$ sta%eholders

Cite h$ and ho certain behavioral nor#s and or%

practices in current culture pose obstacles to good
e/ecution of ne strategic initiatives

E/plain ho ne behaviors and or% practices to be

introduced ill be #ore advantageous and produce
better results
0enu o Culture)Changing *ctions
13-32

.eplace %e$ e/ecutives strongl$ associated ith

old culture

<ro#ote individuals ho have desired cultural traits

and can serve as role #odels

"ppoint outsiders ho have desired

cultural attributes to high-profile positions

-creen all candidates for ne positions carefull$,

hiring onl$ those ho fit in ith the ne culture

Aandate all co#pan$ personnel attend culture-

training progra#s to learn #ore about ne or%
practices, operating approaches, and behaviors
Su-stanti$e Culture)Changing *ctions
13-33

<ush hard to i#ple#ent ne-st$le or% practices

and operating procedures

*esign co#pensation incentives to reard tea#s

and individuals ho displa$ the desired cultural
behaviors

6rant generous pa$ raises to individuals ho lead

the a$ in adopting desired or% practices,
displa$ing ne-st$le behaviors, and achieving
pace-setting results

.evise policies and procedures

in a$s to drive cultural change
Su-stanti$e Culture)
Changing *ctions <continued=
13-34

1ead b$ e/a#ple F Eal% the tal%

E#phasi7e frugalit$

Eli#inate e/ecutive per%s

.e9uire e/ecutives to spend

ti#e tal%ing ith custo#ers

Cere#onial events to praise people and

tea#s ho get ith the progra#!

"lter practices identified as cultural hindrances

0isible aards to honor heroes

Sym-olic Culture)Changing *ctions
13-35

" culture based on ethical principles is

vital to long-ter# strategic success

Ethics progra#s help #a%e

ethical conduct a a$ of life

E/ecutives #ust provide genuine support

of personnel displa$ing ethical standards
in conducting the co#pan$&s business

0alue state#ents serve as a

cornerstone for culture-building
,ur ethics
program
consists o 9 9 9
Grounding the Culture in
Core /alues and Ethics
13-36

,or#al values state#ent and a code of ethics

Eord-of-#outh indoctrination and tradition

"nnual reports and Eebsites

Aa%ing sta%eholders aare of a co##it#ent

to ethical business conduct is attributable to

6reater #anage#ent understanding of role

these state#ents pla$ in culture building

.eneed focus on ethical standards

ste##ing fro# recent corporate scandals

6roing nu#bers of consu#ers ho

prefer to patroni7e ethical co#panies
*pproaches to Esta-lishing
Ethical Standards
13-3)
13-32
Test >our !no2ledge
Ehich of the folloing topics ould least li%el$ be a topic or
ele#ent of a co#pan$&s state#ent of its core valuesG
*9 " dedication to superior custo#er service, top-notch 9ualit$,
product innovation, andCor technological leadership
59 "n e/pectation that co#pan$ personnel ill displa$ creativit$,
e/ercise initiative, and accept responsibilit$
C9 <rohibiting giving or accepting bribes, %ic%bac%s, or gifts
49 " co##it#ent to e/hibiting such 9ualities as integrit$,
fairness, trustorthiness, pride of or%#anship, 6olden .ule
behavior, and respect for co-or%ers
E9 " co##it#ent to #a%ing the co#pan$ a great place to or%
13-38
Test >our !no2ledge
Ehich of the folloing topics ould least li%el$ be contained in
a co#pan$&s code of ethicsG
*9 E/pecting all e#plo$ees to not divulge trade secrets or
proprietar$ infor#ation to outsiders
59 E/pecting all co#pan$ personnel to displa$ honest$ and
integrit$ in their actions and avoid conflicts of interest
C9 @ot dealing ith suppliers that e#plo$ child labor or engage in
other unsavor$ practices
49 Co##itting to create a or% environ#ent characteri7ed b$
tea#or% and e#plo$ee e#poer#ent
E9 Aandating full co#pliance ith all las and regulations
13-4:
"ig9 139?+ The T2o Culture)5uilding Roles o a
Company#s Core /alues and Ethical Standards
13-41
Techni8ues to Transorm Core /alues and
Ethical Standards into Cultural 7orms

-creen out applicants ho do not e/hibit co#patible

character traits

>ncorporate values state#ent and ethics code in

e#plo$ee training progra#s

-trong endorse#ent b$ senior e/ecutives of the

i#portance of core values and ethical principles at
co#pan$ events and in internal co##unications

;se values state#ents and codes of ethics as

bench#ar%s to ?udge appropriateness of co#pan$
policies and operating practices

Aa%e the displa$ of core values and ethical principles a

big factor in evaluating e#plo$ee perfor#ance
13-42
Techni8ues to Transorm Core /alues and Ethical
Standards into Cultural 7orms <continued=

Aa%e sure #anagers at all levels are diligent in

stressing the i#portance of ethical conduct and
observance of core values

Encourage ever$one to use their influence in

helping enforce observance of core values and
ethical standards

3old periodic cere#onies to recogni7e individuals

and groups ho displa$ the values

>nstitute ethics
enforce#ent procedures
13-43
"ig9 1393+ The 5eneits o Cultural 7orms Strongly
Grounded in Core /alues and Ethical Principles
13-44
Esta-lishing a Strategy)Culture "it in
0ultinational and Glo-al Companies

>nstitute training progra#s to

Co##unicate the #eaning of core values and

E/plain the case for co##on operating

principles and practices

Create a cultural cli#ate here the nor# is to

"dopt best practices

;se co##on or% procedures

<ursue operating e/cellence

6ive local #anagers

,le/ibilit$ to #odif$ people #anage#ent

approaches or operating st$les

*iscretion to use different #otivational and co#pensation

incentives to induce personnel to practice desired behaviors
13-45
"or 4iscussion+ >our ,pinion
>dentif$ one cultural trait that $ou ould li%e to see at
the co#pan$ $ou decide to go to or% for hen $ou
graduateG Eh$ is this cultural trait i#portant to $ouG
13-46
S!%/!-4(C L-/-%S7(P
S!%/!-4(C L-/-%S7(P
13-4)
/isionary
Chie
Entrepreneur
@ Strategist
Capa-ilities
5uilder
Resource *c8uirer @
*llocator
Culture
5uilder
Chie
*dministrator
@ Strategy
Implementer
Process
Integrator
Coach
Crisis
Sol$er
Tas&master
Spo&esperson
7egotiator
0oti$ator
*r-itrator
Consensus
5uilder
Policyma&er
Policy
Enorcer
0entor
(ead
Cheerleader
7umerous Roles o Strategic 1eaders
13-42
19 -ta$ on top of hat&s happening
?9 <ut constructive pressure on
co#pan$ to achieve good results
39 1ead develop#ent of stronger core
co#petencies and co#petitive capabilities
A9 E/ercise ethics leadership and lead social
responsibilit$ initiatives
B9 (a%e corrective actions to i#prove overall
strategic perfor#ance
1eadership *cti$ities o Chie
Strategy Implementer
13-48

*evelop a broad netor% of for#al

and infor#al sources of infor#ation

(al% ith #an$ people at all levels

'e an avid practitioner of A'E"

Observe situation firsthand

Aonitor operating results regularl$

6et feedbac% fro# custo#ers

Eatch co#petitive reactions of rivals

Role C1+ Stay on Top o %hat#s (appening
13-5:

-uccessful leaders spend ti#e

Aobili7ing organi7ational energ$ behind

6ood strateg$ e/ecution and

Operating e/cellence

@urturing a results-oriented or% cli#ate

<ro#oting certain enabling cultural drivers

-trong sense of involve#ent on part of co#pan$ personnel

E#phasis on individual initiative and creativit$

.espect for contributions of individuals and groups

<ride in doing things right

Role C?+ Put Constructi$e Pressure on
Company to *chie$e Good Results
13-51

(reat e#plo$ees ith dignit$ and respect

Aa%e cha#pions out of people ho e/cel

Encourage e#plo$ees to use initiative

-et stretch ob?ectives and e/pectations that e#plo$ees are

to give their best

;se tools of bench#ar%ing, best practices, business process

reengineering, (5A, and -i/ -ig#a 9ualit$ to focus
attention on continuous i#prove#ent

;se full range of #otivational techni9ues

and co#pensation incentives to

>nspire e#plo$ees

@urture a results-oriented cli#ate

Enforce high-perfor#ance standards

Celebrate individual, group, co#pan$ successes

*pproaches to Instilling a
Spirit o (igh *chie$ement
13-52

(op #anage#ent intervention is

re9uired to establish better or ne

.esource strengths and co#petencies

Co#petitive capabilities

-enior #anagers #ust lead the effort because

Co#petencies reside in co#bined

efforts of different or% groups and
depart#ents, thus re9uiring
cross-functional collaboration

-tronger co#petencies and capabilities

can lead to a co#petitive edge over rivals
Role C3+ Promote Stronger Core
Competencies and Capa-ilities
13-53
Role CA+ 4isplay Ethics 1eadership and
1ead Social Responsi-ility Initiati$es

-et an e/cellent e/a#ple in

*ispla$ing ethical behaviors

*e#onstrating character and

personal integrit$ in actions and decisions

*eclare support of co#pan$&s ethics code

and e/pect all e#plo$ees to conduct
the#selves in an ethical fashion

Encourage co#pliance and establish tough

conse9uences for unethical behavior
,ur ethics
code is 9 9 9
13-54

-et an e/cellent ethical e/a#ple

<rovide training to e#plo$ees

about hat is ethical and hat isn&t

*eclare une9uivocal support of ethics code

"ct as final arbiter on hard calls

.e#ove people fro# %e$ positions

if found guilt$ of a violation

.epri#and people la/ in #onitoring ethical co#pliance

Roles o a 0anager in
Enorcing Ethical 5eha$ior
13-55
Structuring an Ethics Compliance
and Enorcement Process

,or# an ethics co##ittee to give guidance on

ethics #atters

"ppoint an ethics officer to head co#pliance effort

Establish an ethics hotlineCEeb site e#plo$ees can

use to

"non$#ousl$ report a possible violation

6et confidential advice on a

troubling ethics-related situation

Conduct an annual ethics audit

to #easure e/tent of

Ethical behavior and

>dentif$ proble# areas

13-56

3ave #andator$ ethics trainings for e#plo$ees

Openl$ encourage e#plo$ees to

report possible infractions via

"non$#ous calls to a hotline or

<osting to a special co#pan$ Eeb site

Conduct an annual audit to assess

Each #anager&s efforts to uphold ethical standards

"ctions ta%en b$ #anagers to re#ed$ deficient conduct

.e9uire all e#plo$ees to sign a state#ent annuall$

certif$ing the$ have co#plied ith the ethics code

Aa%e sure ethical violations carr$ appropriate

punish#ent, including dis#issal for egregious violations
!ey *pproaches to
Enorcing Ethical 5eha$ior
13-5)
Test >our !no2ledge
"ssu#ing that a co#pan$&s senior e/ecutives are reall$ serious
about enforcing high standards of ethical behavior, then the$
probabl$ need to consider doing all but hich one of the folloingG
*9 "ppointing a co##ittee of high-profile e#plo$ees to serve on a co##ittee or
tas% force that is charged ith HaI being cha#pions of high ethical standards,
HbI finding a$s to ingrain high ethical standards as a cultural nor#, and H3I
heading up the co#pan$&s ethics enforce#ent process
59 3aving #andator$ ethics training progra#s for e#plo$ees
C9 Conducting an annual audit of each #anager&s efforts to uphold ethical
standards and re9uiring for#al reports on the actions ta%en b$ #anagers to
re#ed$ deficient conduct
49 .e9uiring all e#plo$ees to sign a state#ent annuall$ certif$ing that the$ have
co#plied ith the co#pan$&s code of ethics and #a%ing sure that ethical
violations carr$ appropriate punish#ent, including dis#issal if the violation is
sufficientl$ egregious
E9 Openl$ encouraging co#pan$ personnel to report possible infractions via
anon$#ous calls to a hotline or e-#ails sent to a designated address
13-52
"or 4iscussion+ >our ,pinion
Ehat ould $our reaction be if $our e#plo$er
re9uired $ou to sign a state#ent annuall$ certif$ing
that $ou have co#plied ith the co#pan$&s code of
ethicsG
13-58
*ctions 4emonstrating Commitment
to a Strategy o Social Responsi-ility

Craft a strateg$ that positivel$ i#proves ell-being of

e#plo$ees, environ#ent, co##unities, and societ$

;se social and environ#ental #etrics to evaluate

co#pan$ perfor#ance

(ie social and environ#ental perfor#ance to e/ecutive

co#pensation

(a%e special pains to protect environ#ent

(a%e an active role in co##unit$ affairs

6enerousl$ support charitable causes

and pro?ects benefiting societ$

-upport or%force diversit$ and co##it

to overall ell-being of e#plo$ees
13-6:
Role CB+ 1ead the Process o
0a&ing Correcti$e *d6ustments

.e9uires deciding

!hen ad?ust#ents are needed

!hat ad?ust#ents to #a%e

>nvolves

"d?usting long-ter# direction, ob?ectives, and strateg$ on

an as-needed basis in response to unfolding events and
changing circu#stances

<ro#oting fresh initiatives to bring internal activities and

behavior into better align#ent ith strateg$

Aa%ing changes to pic% up the pace hen results fall

short of perfor#ance targets