How to Measure an Organization Culture?

How to measure an organization culture?

In any organization, globally, 20 percent people do 80 percent of the work. That’s an axiom. They are the Stars who are competent and motivated.

Further, in any organization, globally, 20 percent people are dinosaurs. They do zero work. They lack competencies and motivation. They need to be surgically removed.

Therefore, in any organization, the balance 60 percent of the people are either cynics or ‘rats in a wheel’. The former have competencies, but lack motivation. The latter have motivation but lack competencies.

This 60 percent of the people establish the culture of an organization.

So what is the solution for building a Super Star organization?

First, get rid of the dinosaurs.

Next, identify the ‘rats in a wheel’. They are motivated. That’s a BIG PLUS. It is easier to coach people on competencies. Most will transform to Stars.

Thereafter, identify the cynics. They have competencies. That’s good. But here we have a BIG CHALLENGE –  a behavioural issue, called motivation. Counselling individuals has its own majestic pace. But once converted to Stars, they become evangelists of a Star Organization.

So, if 20 % people are Stars; 20 %  people are dinosaurs; x % people are rats; and (60-x) % of the people are cynics; we have a dipstick for measuring the prevailing culture of an organization. And a means to transform the organization through coaching and counselling.


  1. Behavioural Scientists will be in demand for the next ten years and more.
  2. Behavioural Science will be a preferred specialization at IITs.
  3. Coaching will replace Training.
  4. The attributes of an Effective Leader will be: Trainer, Coach, Counsellor, Facilitator, Storyteller.


18 thoughts on “How to Measure an Organization Culture?”

  • Beautifully explained sir. I am wondering if any time this percentage will change. Over a time can we see 100 percent stars or we keep the coaching and counselling continuously on.


  • One of the best posts in recent times, Mr. Lulla!
    It’s amazing how you probably sit calm like a monk, and suddenly simplify something the world business ecosystem has been struggling with for decades.
    I just hope companies take note and act on it before the damage is done.

  • The last part “random thoughts ” is the best part where opportunies are defined , create for freshers to choose for future

  • Application of the Skill-Will matrix is relevant in driving performance culture in an organization. However performance culture is but one facet of an organization culture and measuring or assessing the same will require additional measures.

  • Amazing insight on how the future unfolds and trainings will be replaced with Coaching and mentoring!

    The biggest area for improvement is to make Rats on Wheel and Cynical into Stars.

    • Coaching is one-on-one for the rats. The coach gives feedback to the employee action-by-action, in order to sharpen his/her skill(s). . Sachin Tendulkar had a coach.
      Counselling is required to address the behavioral issues of an employee. A cynic. “Nothing will work…. We are a flop organization….etc”. Counselling must also be done one-on-one….BUT .in privacy.

  • A very simple way to describe organisational culture! And a simple solution to developing orgnizational culture. Many times I have seen that organisations do not have a well defined identity I.e. what should every employee of the organisation represent or aspire to be. Without knowing who you are, it is difficult to establish a culture. However, the moot point is culture is built by people and hence, it cannot be left to HR to develop organisational culture, it has to be personally driven by the CEO.

    • The values and actions of a CEO set the stage for culture. Basically, it is the walk….not the talk.
      People are not stupid. They observe and align with the walk of a CEO.
      So, if you don’t like the culture of an organization, you have two options:
      1. Change the CEO
      2. Change your job.

  • The challenge lies in going from 20:60:20 towards 30:50:10 etc. Needs forever vigilance and action. A formal annual assessment of the top and bottom tier personnel is very effective. Many of the bottom performers, given opportunities in other positions shine in those positions. So matching the skills/desires to jobs is an equally important management function.

    • Performance is usually focused on competencies.
      We also need an assessment of behavior. More specifically, attitude and motivation.
      The bottom 20 % dinosaurs are low on competencies and motivation.
      Coaching on skills can improve the “rats in a wheel’. You are right.

  • A profound yet simple explanation of culture.

    Another measure could be % employees demonstrating agreed organizational values.

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