the strategiC Cio
A. CHAPTER OBJECTIVE
1. Understand how the culture of your organization derives
from the underlying values and behaviors personnel
exhibit as they work in teams, or independently, on pro-
grams, projects, and individual work assignments.
2. Understand what organizational culture is, why it
is important, how you measure it, and how you can
B. KEY POINTS
1. A company’s business strategies have a direct bearing on
the cultural orientation required by the IT organization
as well as other business units.
2. To achieve company goals, personnel work together on
projects that align to business strategies.
3. Understanding the various cultural orientations, and
how they compete with one another, is an important
element in successfully achieving desired business
4. ere are four orientation cultures: collaboration, con-
trol, create, and compete.
5. Each dimension includes a set of underlying character-
istics exhibited by the organization. e orientation and
underlying characteristics compete with one another to
achieve specic outcomes. If your organization has an
internal focus, such as manufacturing, then the under-
lying characteristics focus on collaboration and con-
trol. If your organization has an external focus, such as
marketing or product development, then the underly-
ing characteristics focus to create value and compete