Lateral Culture Index - LCI®
In many organizations, target expectations are still agreed top-down between managers at different hierarchical levels at the beginning of the year. In many companies, key performance indices (KPI) are used for this annual performance measurement. Areas such as logistics, production or service are transparent and can be included for this purpose. Areas such as learning and development, IT, communications or even innovation, on the other hand, are less transparent and therefore cannot be clearly integrated into target expectations. And because cultural factors are also important for corporate management, organizations urgently need to adapt here.
Cultural indicators (KCI, Key Cultural Indices), which show the level of employee motivation, the level of employee loyalty to the company, or how leadership is experienced in the company, are just as important as business indicators that measure output.
That's why we have developed a measurement method that takes cultural indicators into account - and have already used it successfully in many companies.
When measuring organizational culture, the complexity of the lived culture in organizations is challenging. That is why we evaluated more than 100 culture concepts for the creation of the LCI® in order to subsequently develop important parameters for the standardized measurement of KCIs.
The benchmarks of the LCI are unique. They are based on 180º feedback from Google founder Lazlo Bock and extensive in-house research. In the further development of the LCI, seven decisive factors were crystallized:
- Leading at eye level
- Idea culture and openness
- Scope for action and freedom of decision
- Personal responsibility and independence
- Flexibility and variety
- Complaint culture
- Transparency of the goals
The highlight is: The culture indices can be individually adapted to the company and its requirements. We can't say it often enough: Every company is unique! In this way, we close an important gap for companies when it comes to measuring their corporate and leadership culture. In addition, the LCI® offers the opportunity to measure changes over time and thus to review the effectiveness of the measures implemented.
Our approach: Check - Do - Plan-Evaluate
What can be realistically estimated at the beginning of a project are the investments in consulting in the cultural analysis, the conception and the implementation phase. Further, the internal resources in manpower can be calculated. This is the initial investment. However, the introduction of management tools with real figures can be evaluated on the credit side after only one year. It is often a preview, which is then incorporated into the project plans. What is clear is that successes will be quantified in the project. All measures of implementation will be designed in such a way that the results of the cultural initiatives can be evaluated in terms of economic results.
That is the claim. Thus, in addition to the qualitative goal of improving the leadership culture in a value-oriented, qualitative and long-term manner, the project also commits to an investment calculation. This investment calculation is evaluated for each measure from the time when the implementation measures begin.