Culture · Reading it · Component

Competing values profile

Current and preferred profiles across the four culture types of the Competing Values Framework, used as a comparison lens with its limits in view.

The deliverable

What it is

Cameron and Quinn sort culture on two dimensions — flexibility against stability, internal against external focus — which produce four orientations: clan, adhocracy, market and hierarchy. Organisations hold all four in different proportions, and the profile shows the balance.

Its strength is comparability. A profile can be taken across units, repeated over time and set beside a preferred profile, which makes the direction of a desired change concrete. Its limit is that it describes orientation and not content: two organisations with identical profiles can hold quite different assumptions.

One level in

What it is made of

Each element is a constituent part of the component. Follow one to see the attributes it carries.

  1. Current profile

    How the culture is distributed across the four orientations today, as rated by a defined group of respondents.

    3 attributes: Share per orientation · Rated unit · Rated by

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  2. Preferred profile

    The distribution the organisation believes its strategy needs, set by people who can explain why.

    2 attributes: Target share · Why this shift

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  3. Lens limits

    What this profile cannot show about the culture, noted beside it so the numbers are not read as more than they are.

    2 attributes: Not captured · Covered by

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Use the profile to compare, not to conclude. Two identical profiles can sit on quite different assumptions.