Redwood Coast Petroleum's Organizational Culture
I. Introduction
The purpose of my research is to diagnose the existing organizational culture of Redwood Coast Petroleum (RCP) to establish a more sustainable culture of innovation. With this research I have identified key cultural factors that must be changed for future sustainability of RCP. Using a hybrid qualitative and quantitative methodology, I conducted the diagnosis of RCP’s organizational culture. I used an Innovation Survey Assessment Tool from Innovation Point, a boutique innovation-consulting firm. The Innovation Survey Assessment Tool (ISAT) was given to all the managerial leaders at RCP. I conducted interviews with five of managerial leaders and from the data; I was able to determine that there is a strong preference for change towards a culture that is favorable to innovation; but there is no clear vision and or resources to create a product that will set RCP apart from its competitors.
Past managerial leaders of RCP created a culture that was more about competing in the market instead of being an innovative organizational culture. The culture was less flexible and restrictive which included poor information flow and a lack of communication with negligible cross-function interaction and autonomy. Past organizational practices focused on being a market follower as opposed to a market pioneer. With this type of culture in place, RCP has had limited innovative growth. Fortunately, there is evidence based on the data I collected that indicates the presence of cultural characteristics conducive to an innovative organizational culture. These include: being open to new ideas, new methods, new customs, and new devices. Learning how to create a software program that will help RCP’s customers monitor their fuel tanks; being pro-active in initiating the research and development of such programs; and sustaining momentum, consistency and perseverance of the development process.
The essential purpose of this research paper was to identify critical components
The purpose of my research is to diagnose the existing organizational culture of Redwood Coast Petroleum (RCP) to establish a more sustainable culture of innovation. With this research I have identified key cultural factors that must be changed for future sustainability of RCP. Using a hybrid qualitative and quantitative methodology, I conducted the diagnosis of RCP’s organizational culture. I used an Innovation Survey Assessment Tool from Innovation Point, a boutique innovation-consulting firm. The Innovation Survey Assessment Tool (ISAT) was given to all the managerial leaders at RCP. I conducted interviews with five of managerial leaders and from the data; I was able to determine that there is a strong preference for change towards a culture that is favorable to innovation; but there is no clear vision and or resources to create a product that will set RCP apart from its competitors.
Past managerial leaders of RCP created a culture that was more about competing in the market instead of being an innovative organizational culture. The culture was less flexible and restrictive which included poor information flow and a lack of communication with negligible cross-function interaction and autonomy. Past organizational practices focused on being a market follower as opposed to a market pioneer. With this type of culture in place, RCP has had limited innovative growth. Fortunately, there is evidence based on the data I collected that indicates the presence of cultural characteristics conducive to an innovative organizational culture. These include: being open to new ideas, new methods, new customs, and new devices. Learning how to create a software program that will help RCP’s customers monitor their fuel tanks; being pro-active in initiating the research and development of such programs; and sustaining momentum, consistency and perseverance of the development process.
The essential purpose of this research paper was to identify critical components
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