Organization members share a collective values system reflected in managerial decisions, individual behaviors, and codified within operating procedures. These values are shaped by both individual beliefs and collective experiences. Taken together, these values form the corporation’s culture.
Corporate culture contributes or detracts from the organization’s success. Regardless of the company’s written objectives, the existing culture will drive the critical decisions and actions that ultimately determine whether or not these goals will be achieved. Therefore, it is not only important to critically and honestly identify the organization’s culture but to also assess the organization’s ability to achieve its mission goals via its chose strategy in light of its culture. Where gaps exist, either the culture or strategy must be changed in order to achieve optimal success.
Finally, it is important to recognize that there is no ‘right’ culture and that no one set of organizational values is superior to another. Rather, differing cultures each present a unique set of benefits and liabilities that should be identified, understood, and incorporated into the organization’s planning and execution process so to ensure optimal organizational effectiveness.
Focus of the Corporate Cultures Forum
Materials within this forum will address the methods to identify the organization’s values and the various value sets, their benefits and their drawbacks.
Articles
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Nathan Ives is a highly successful executive with over twenty-five years of Power, Oil & Gas, Water, and Mining Industry and consulting experience. As an experienced management consultant, he serves as a trusted advisor to executives and senior managers at dozens of Fortune 500, government, and large regional utilities; helping them define organizational needs and develop and manage the complex, mission critical projects needed to improve operational effectiveness and lower costs. In this role, he leads teams of experienced utility professionals in the design and implementation of integrated fleet asset management processes including strategic asset and resource planning, online and outage work management, engineering change and configuration management, document and records management, and corrective action programs. Nathan’s insights have been quoted by news journalists, published in several well respected periodicals, presented at national conferences, and broadcast internationally via webcast including:
Optimizing Inventories Through Improvements to the Work Management / Supply Chain Interface, Nuclear Energy Insider, Nuclear Operations and Maintenance Efficiency Summit, November 2015
Risk Assurance Mapping – Charting the Course for Effective Risk Oversight, Ci7 Conference, February 2015
Developing a Risk Assurance Map, Nuclear Oversight Conference, June 2014
Assurance Mapping – Charting the Course for Effective Risk Oversight, The Institute of Internal Auditors, 2013 Governance, Risk, and Control Conference, August 2013
Assurance Mapping – Charting the Course for Effective Risk Oversight, The Institute of Internal Auditors, Audit Executive Center, August 2012
Improving safety and reducing costs in the power and utilities sector: Five steps to a more effective relationship between work management and supply chain, Ernst & Young LLP, April 2012
Uncovering unconventional resources, Nuclear Energy Insider, 3rd Annual Nuclear Supply Chain Conference, April 2012
Responding to a Black Swan, Infocast, Post Fukushima Nuclear Safety Conference, December 2011
Responding to a Black Swan – Principles and protocols for responding to unexpected, catastrophic events, Ernst & Young LLP, August 2011
Improving the Supply Chain – Work Management Interface, Nuclear Energy Insider, 2nd Annual Nuclear Supply Chain Conference, June 2011
Fukushima’s future: A questions and answers session, PowerGrid International, April 2011
Before joining DataGlance as Vice President, Business Development, Nathan served as a Black & Veatch as a Managing Director, StrategyDriven Principal, and Deloitte and Ernst & Young Senior Manager in those firms’ respective consulting practices. In these roles, he lead teams of consultants in the evaluation and streamlining of client utility asset management programs; often supporting the implementation of integrated Enterprise Resource Planning (ERP) systems.
Prior to becoming a management consultant, Nathan held several influential nuclear industry positions at the Institute of Nuclear Power Operations (INPO). During his tenure, he led teams of nuclear operations professionals in the performance evaluation of over 24 nuclear electric generating stations from 20 utilities in the United States, Canada, and Japan. He also led the nuclear industry’s effort to redefine performance standards in the areas of organizational alignment, managerial decision-making, plant operations, and risk management; authoring or significantly contributing to several publications against which nuclear power plant performance is evaluated including:
Performance Objectives and Criteria, INPO, 2003 – Publication documenting the standards for corporate and station performance in the operation and maintenance of nuclear electric generating plants. Principle author of the operational risk management, risk informed managerial decision-making, organizational alignment, and operator performance objectives.
Principles for Effective Operational Decision-Making, INPO, 2001 – Contributing author on an industry-wide team that developed a principles-based document on risk informed managerial decision-making; published in six languages and serving as the performance model at nuclear power plants worldwide.
Guidelines for the Conduct of Operations at Nuclear Power Stations, INPO, 2001 – Document establishing the operational performance standards, based on industry leading practices, for nuclear electric generating stations. Principle author of the Leadership and Accountability, Safety Culture portion of this document.
Operational Safety and Decision-Making in Changing Times, INPO, 2000 – Author of this article highlighting the impact of executive and managerial actions, behaviors, and decisions on the safe, reliable operation of nuclear electric generating stations.
Later, he managed the development and execution monitoring of Institute’s long-range and annual business plans, $87 million annual budget, and personnel resource and project management programs. Nathan twice served as that firm’s Diversity Council Chairperson, leading the organization’s efforts to become more diverse and inclusive of employees of all backgrounds.
Nathan joined INPO from Public Service Electric and Gas’s Hope Creek Generating Station where he stood watch as a U.S. Nuclear Regulatory Commission Senior Reactor Operator licensed Control Room Supervisor, Shift Technical Advisor, and Work Control Center Supervisor. In this role, he oversaw the online and outage operation and maintenance of a $4 billion nuclear electric generating station (1 of 5 crews); assessing risk and allocating station resources to ensure safe operation while maintaining compliance with regulatory guidelines and standards.
Nathan attended the United States Naval Academy in Annapolis, Maryland; earning a bachelor of science degree in physics followed by distinguished service as the Assistant Chief Nuclear Engineer and Quality Assurance Officer onboard USS GROTON SSN 694 where he was responsible for the operation, maintenance, and decommissioning ($9 million budget) of this submarine’s nuclear reactor plant. He received a Master of Business Administration degree from Kennesaw State University and was elected to membership in the Beta Gamma Sigma and Phi Kappa Phi honor societies.
In addition to degree conferring programs, Nathan has received several leading certifications from respected national and international organizations including:
Diversity Management Certificate from the University of Houston’s International Institute of Diversity & Cross-Cultural Management Business School (2007)
Project Management Professional (PMP) certification from the Project Management Institute (2005 – 2022)
Event Investigation Certification from the National Academy for Nuclear Training (2002)
Instructor and Facilitator Certifications from the National Academy for Nuclear Training (2003)
Certified Management Consultant (CMC) certification from the Institute of Management Consultants (2004 – 2007)
Nathan served on the Nuclear Energy Institute’s New Nuclear Plant Executive Taskforce (2005) and Nuclear Industry Infrastructure Committee (2005) as well as the Graduate Student Advisory Board at Kennesaw State University’s Coles College of Business. He is a member of the Project Management Institute and the American Management Association.
He has received national recognition for business planning including the AT&T Best Use of the Internet award in 2003.
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Corporate culture contributes or detracts from the organization’s success. Regardless of the company’s written objectives, the existing culture will drive the critical decisions and actions that ultimately determine whether or not these goals will be achieved. Therefore, it is not only important to critically and honestly identify the organization’s culture but to also assess the organization’s ability to achieve its mission goals via its chose strategy in light of its culture. Where gaps exist, either the culture or strategy must be changed in order to achieve optimal success.
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