1. Explain the four organization cultures in-light ofSchneider Model with examples of organizations in the market place that follows each of those cultures, and explain how Agile Methodologies and Practices can fit each culture and why?

The Schneider Culture Model define four distinct cultures:

1. Collaboration culture is about working together.
2. Control culture is about getting and keeping control.
3. Competence culture is about being the best.
4. Cultivation culture is about learning and growing with a sense of purpose.

Could you please explain this ques according to these four Schneider Culture Model?

For the reference content is given below

3.2 BUSINESS CULTURE AND AGILE Business culture is what defines the business. It can be seen in things such as organisation charts, role descriptions, processes and tools, but is really defined by how people interact with each other, and the customs, beliefs, stereotypes, values and taboos in an organisation all of which are typically much harder to recognise and visualise. Understanding the dominant culture of a business is a fundamental exercise before embarking on any Agile transformation, simply because the existing dominant culture may present a serious obstacle to implementing an Agile approach. 'Culture models' can help to visualise and determine a business's culture and to understand how it may hinder or help the implementation of an Agile approach. One such model is the Schneider culture change model (Schneider, 1999; gure L). It defines 'culture' as the answer to the question: 'How do we do things here to succeed?' Based on the answer, it describes four distinct cultures: Figure 3.1 Schneider culture change model CULTURE = "How we do things around here to succeed." 'The Reengineering Alternative." william schneider REALITY ( Actuality ) " we succeed by working together. ORIENTED " We succeed by getting POWER Affiliation Synergy and Keeping control." COLLABORATION CONTROL Predictability Partnership erg Trust Process Interaction Teams Diversity Standardization Hierarchical PEOPLE ORIENTED Egalitarian Stability COMPANY order ORIENTED ( Personal ) " We succeed by growing people " We succeed by being the best. " ( Impersonal ) who fulfil our vision . Efficiency Professionalism CULTIVATION COMPETENCE GROW Purpose/Faith Dedication Meritocracy Achievement Let things. Subjectivity Craftsmanship . Evolve Expertise creativity Be the Bot Creativity V POSSIBILITY cc Agilityix 2011 ORIENTED ORIENTED. Collaboration culture is about working together. . Control culture is about getting and keeping control. . Competence culture is about being the best. . Cultivation culture is about learning and growing with a sense of purpose. The axes of the model define whether the business is more people or company oriented and whether the business is more focused on today's realities or on tomorrow's possibilities. Michael Spayd undertook a culture survey of Agilistas (Spayd, 2011). His landmark results show that Agile practitioners have a particular culture profile and identified the key elements as collaboration and cultivation. The results suggest that Agile is all about the people. Interestingly, the survey included Scrum, XP, as well as Kanban software practitioners (see Figure 3.2). Michael Sahota then mapped the Agile manifesto values and principles to the Schneider model (Sahota, 2012) which showed there is high density of values and practices that are aligned with collaboration and cultivation. There were no elements related to control culture and only one related to competence culture. So both Sahota's and Spayd's analysis were strikingly similar. Figure 3.2 Schneider culture change model - Agile friendlyCULTURE = "How we do things around here to succeed. " REALITY ( Actuality ) " we succeed by working together. ORIENTED " We succeed by getting POWER Affiliation Synergy and Keeping control." COLLABORATION CONTROL predictability Partnership erg Trust Process PEOF Interaction Teams Diversity Standardization Hierarchical ORI 47% Egalitarian 3% Stability COMPANY order ORIENTED (feed nal ) " We succeed by growing people "We succeed by being the best. " (I'm tesoral who fulfil our vision . " Efficiency Profession ism CULTIVATION COMPETENCE GROWS Purpose / Faith Dedication Meritocracy Achiever at Let things Asmanship Subjectivity Expertise Be the B 4 41% creativity 9% creativity cc Agiletrix 2011 ORIENTED 3.2.1 The 'journey to agility'3.2.1 The 'journey to agiiigr' A significant part of any Agile transformation is enabling an organisation to move away from a command and control culture to an environment that is more focused on collaboration and cultivation (see Figure 3.3). This creates an environment in which teams can focus on delivering products of the appropriate level of quality whilst self-organising. Figure 33 Schneider culture change model journey to agility CULTURE = 'How we do things around here to succeed.' The Reengineering Allcastve.' REALITY ( Actuality ) "we succeed by working together. ORIENTED " We succeed by getting POWER Affiliation Sthergy and keeping control . COLLAR CONTROL predictability Partnership pra GOpeople Process PEOPLE Interaction Teams Diversity Standardization Hierarchical COMPANY ORIENTED Egalitarian Order ORIENTED ( Pers nal ) ' We succeed by growing the best . ( Im personal 'We succeed who fulfil our visi Efficiency Profession ism CULTIVATION TENCE GROW Purpose /Faith Dedication eritocracy Achiever at Let things subjectivity Craftsmanship Evolve Expertise Be the B 4 Creativity creativity cc Agilityix 2011 ORIENTEDCreating an Agile business culture requires the team. as well as the people around the team, to buy into Agile values and principles. This includes key stakeholders, customers and the management team as it can prove very difficult, if not impossible, for an Agile approach to work effectively if the people around the team aren't {yet} aligned. A key role to help this transformation is that of the Agile lead [see BREW). They are responsible for helping team members make the cultural shift from command and contm] and to cultivate collaboration. In addition, they also work with stakeholders, customers and management teams to help them understand the Agile principles and values that are necessary to create a culture in which the team can inspect and adapt with support and confidence. Cultural change is fundamentally important to any transformation, and arguably even more so with Agile where the mindset change is so significant {see Sgction 2,1). Trying to implement any transformation without taking into consideration the cultural aspect of a business is a fatal mistake that inevitably leads to failure. Elgumi illustrates a situation where the visible fortnal system of an organisation has been changed without the underlying culture being changed and aligned. Training the team members, (hanging their job titles and implementing new pmcesses and tools are not sufficient to create a sustainable transformation to Agile. A significant amount of time and money can typically be spentfwasted changing the visible formal system, which will then inevitably sink back into the ocean because it is not supported by the culture of the business. Figure 3.4 The organisational iceberg Figure 3.4 The organisational iceberg VISIBLE NEW AGILE FORMAL STRUCTURE SYSTEM ORG CHART ROLES PROCESSES TOOLS CUSTOMS LANGUAGE BEHAVIOURS TRADITIONS MISALIGNED VALUES ORGANISATION CULTURE BELIEFS STEREOTYPES TABOOS INVISIBLE THE ORGANISATIONAL INFORMAL SYSTEM ICEBERG (Source: Plant, 1989)