Aspects to improve our health
If we want to improve our health, we tend to look at it from four different perspectives, where we might say...
Aspects to improve our IKEA cultural health
If we want to strengthen the health of our IKEA culture, we can in the same way look at it from these four perspectives. We might say that we will get a stronger IKEA culture when…
Defining the parts
In summary, the parts are:
- Values – our way of being as individuals and what we personally value in life
- Behaviours – our way of doing things as individuals
- Culture – our way of being as a group, our spirit
- Structure – our formal ways to work, lead and organise
- IKEA key values – our IKEA cultural heart, engine and compass
-
Values belongs in the “me” and “be” dimension of our model and are about our way of being as individuals and what we personally value in life. The more our personal values connects with the IKEA key values, the more we can bring out our best selves at work in IKEA.
Reflections of our needs
Our personal values are reflections of our personal needs and of what we consider to be important.
Act as a compass
They serve as a built-in compass for our decisions and behaviours, which in turn influence the workplace culture. Some values we hold dear throughout our lives, but others move up and down in priority when our needs change. The stronger our personal values connects with the IKEA key values, the more we feel at home and can be and bring out the best of ourselves at work.
A source for frustration and engagement
We often become aware of our values when we see shining examples of our values in action, or when people question, ignore or violate them. Sometimes our values collide with the needs and values of others and with the structure where we work. This can create inefficiencies, frustration and disengagement among people involved.This happens because some values makes good sense in certain contexts. But the same values can limit us in another. For example, the value “control” is important to secure the safety of our children. But being controlled as an adult is demotivating as it limits the sense of freedom to take initiatives and make a difference.
Reviewing our values
It is therefore important from time to time to stop, reflect and discuss:- What are my personal needs and what is valuable to me?
- What are my colleagues’ needs and what is valuable to us?
- How well in sync are I and we with the IKEA key values?
Copy link Copied Link Successfully copied link
-
Behaviours are about our way of doing things as individuals, e.g. the decisions we make, and therefore belongs in the “me” and “do” dimension of our model.
To lead by example
Our behaviours are the visible result of living our values. It’s about how we express our values, how we approach others and the decisions and actions we take. It’s to lead by example – to act in line with and stand up for our values in practice.
To be our best selves
When we act in line with our values, we make better use of our energy – we can be ourselves, rather than pretending to be someone we’re not. This guarantees a feeling of satisfaction and a sense of calm – knowing we do the right thing and are true to ourselves and others.
To decide and act
Individual actions and decisions have a big impact. It can be small everyday decisions, like speaking up or asking someone if they need a helping hand. Or it can be big decisions around our ways of working together, finding better ways or getting things done.
To behave in line with the IKEA key values
Basing decisions on the IKEA key values and leading by example are key for a strong and living IKEA culture. We should therefore ask ourselves and give and receive feedback on how well we live the IKEA key values in practice - what behaviours should I do more of and what behaviours should I do less of?Copy link Copied Link Successfully copied link
-
Culture belongs in the “we” and “be” dimension of our model and is about our way of being as a group, how we work together in spirit.
Our shared spirit
Just like we can’t easily see the individual’s inner values, we can’t see what happens between us. But we can all feel it. It’s the culture we share, how we connect with each other, based on our values. It’s about our way of being as a group, our spirit of working together.
Shaping a culture
A culture is the result of the espoused values of an organisation, people’s personal values and of the decisions and patterns of behaviours which are encouraged or discouraged by people and structures over time. It is also shaped by stories, routines and rituals (e.g. having fika, knowing each other by first name or saying "hej" in the mornings), and symbols (visuals expressions of who we are, like our products and office designs).
At the heart of the IKEA culture are the IKEA key values
The IKEA key values are the heart, engine and compass of the IKEA culture. If we are living by other values, we are creating another culture. Our IKEA culture is our "social structure" and can be summarised as our ability to:- work together – creating stronger relationships with each other
- find better ways – nurturing an environment that brings out the entrepreneurs in us
- get things done – not giving up but deliver what we have set out to deliver
- lead by example – bringing out the best in ourselves and others
A strong and living IKEA culture
A strong and living IKEA culture affects our work environment and output and makes us more efficient and effective as an organisation. A strong IKEA culture increases the level of trust between people, which in turn increase our speed and lowers our costs. It sets us apart from others, brings a strong sense of meaning, and inspires, challenges, and empowers us to be the best that we can be towards each other, our partners, and the many people.Copy link Copied Link Successfully copied link
-
Structure belongs in the “we” and “do” dimension of our model and is about our more formal ways of working, leading and organising.
Formal and visible
The culture we share shows up as something visible and tangible - our structure. It’s what we “do” as a company. Structure is about our more formal ways of working, leading and organising.
Tools, methods, and more
Examples of structure are how we are organised, how we govern, how our strategies are shaped, how we work in processes, our tools and methods, reporting systems, IT solutions, what we choose to measure and reward, etc.
To lead by example as an organisation
A structure based on the IKEA key values helps us “walk-the-talk”, not only as individuals, but also as a total organisation. That builds trust among both co-workers and customers and empowers people to bring out their best selves.
Reviewing our structure
If our structure say one thing, but do another, there will be no trust in the organisation. We should therefore regularly ask ourselves:- How strong is the connection between our structure and the IKEA culture?
- What structural factors enables or prohibits a strong IKEA culture?
Copy link Copied Link Successfully copied link
-
The IKEA key values are the formal values of the IKEA organisation and are at the heart of the culture model.
Heart, engine and compass
The IKEA key values connect all parts in the model and is the heart, engine and compass for a strong and living IKEA culture. That is, we will nurture a strong and living IKEA culture when we let the IKEA key values guide:- Me - us as individuals
- We - us as a collective
- Be - our head, heart and gut [see Values-based decision making]
- Do - our ways of doing things
Our roots and guidance
The IKEA key values are rooted in our Smålandish heritage and are a summary of what the IKEA organisation find important. They are made up of and contain a big number of other values. For example, the key value ‘Togetherness’ contains at least 20 other values, such as humbleness, honesty, diversity and inclusion.
The IKEA key values are:- Togetherness
- Caring for people and planet
- Cost-consciousness
- Simplicity
- Renew and improve
- Different with a meaning
- Give and take responsibility
- Lead by example
Find out more about the IKEA key values
High alignment
Many IKEA co-workers and leaders have witnessed that they joined, stay and feel engaged at work because of the high alignment between the IKEA key values and their personal values. And the more aligned IKEA people are with the IKEA key values, the more efficient and effective the IKEA organisation becomes in totality.Copy link Copied Link Successfully copied link
Connecting the parts
These parts are all interconnected. That is, if we invest in one part, it will positively influence the other parts. And if we neglect one part, it will negatively influence the others. It's an eco-system.Read more on Connecting the parts