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 Cultural modal 

Creating a cultural model for Ohbi Lab involves understanding the core values, beliefs, and practices that define its identity. Here's a framework:By embodying these core values and principles, Ohbi Lab creates a vibrant and inclusive culture that inspires creativity, collaboration, and excellence.

BRIEF BACKGROUND OF THE COMPETING VALUES FRAMEWORK (CVF)

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The Competing Values Framework (CVF) emerged over twenty-five years ago, during research about organizational effectiveness and organizational culture and has since been validated by numerous studies. The concept of  "organizational effectiveness” is deceptively simple to understand. How do we know if one organization is more effective than another? In order to answer this question, it is necessary to consider that not all organizations and organizational leaders will reach a consensus on what is means for their organization to be effective. Furthermore, how do we assess the culture of an organization and know if one organization’s culture differs from that of another organization?

Organizational leaders regularly confront issues such as how to be

innovative, how to organize and deploy resources, and how to collectively

grow and change as a system. Leaders must then determine how to

confront these and other issues while recognizing that “effectively” doing

so within the scope of an organizational culture requires an awareness

of the everyday tensions that exist within their organizations. Thus, these

competing positive tensions comprise the Competing Values Framework.

Organizational leaders regularly confront issues such as how to be

innovative, how to organize and deploy resources, and how to collectively

grow and change as a system. Leaders must then determine how to

confront these and other issues while recognizing that “effectively” doing

so within the scope of an organizational culture requires an awareness

of the everyday tensions that exist within their organizations. Thus, these

competing positive tensions comprise the Competing Values Framework.

Framework

This series follows the principles of the Competing Values Framework (CVF). The result of over 25 years of academic research and testing, the CVF is a the broadly applicable model that fosters successful leadership improves organizational effectiveness  and promotes value creation. The premise of the CVF

is that there are four basic competing values within every enterprise: Collaborate, Create, Compete and Control. These values compete in a very real sense for a corporation’s limited resources (funding, time, and people). How leadership responds to the tension created between these competing values will shape a

company’s culture, practices, products, and ultimately, how they innovate and grow. Recognized by the Financial Times as one of the 40 most important frameworks in the history of business, the CVF has been implemented by hundreds of companies.

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CVF AND ORGANIZATIONAL OUTCOMES

The assessment questionnaire has been developed around the CVF to illustrate three dimensions—the future outcomes (Purposes) that a company desires to achieve, current organizational Practices, and the individual leadership approach of each respective organizational member (People). Research shows that companies that are aligned among the dimensions of Purposes, Practices, and People are much more effective than companies without such alignment. The CVF illustrates the different tensions in how effectiveness can be defined. A key message of the CVF is that despite the different methods for defining organizational effectiveness, it is important that companies are appropriately aligned in their respective definition of effectiveness. Once aligned, companies can find their innovation sweet spot and achieve the growth outcomes that they desire.

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