Verizon Organizational Culture

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(1) The current organizational culture at Verizon is a mixture of the clan and adhocracy sections of the competing values framework. Verizon’s three main goals in 2011 were to build a business and workforce as good as its networks, to lead in shareholder value creation, to be recognized as an iconic technology company (Kinicki & Williams, p257). By setting out to achieve their goals they will be able to reach the top and get recognized as an iconic technology company. The clan culture will help them build a strong business and workforce, since the clan culture encourages collaboration among employees, striving to encourage cohesion through consensus and job satisfaction and to increase commitment through employee involvement (Kinicki & Williams, …show more content…
A key lever for the cultural change was called the Leading for Shareholder Value (LSV). LSV is a one and a half day mandatory executive education program designed to help senior leaders understand how to drive long-term value creation which are all lead by CEO Lowell McAdam and CFO Fran Shammo (Kinicki & Williams, p257). Senior leaders are placed in cross-business units and cross functional teams giving them an assignment to identify obstacles preventing Verizon from creating a more shareholder value and each team recommends action removing those obstacles (Kinicki & Williams, p257). At the end, each team will report to a panel of top executives. During the program, each leader will also submit an Individual Accountability Plan (IAP) (Kinicki & Williams, p257). By implementing these plans it establishes a system in which senior leaders can be held accountable. These plans are aligned with value drivers or metrics and shareholders, analysts, and potential investors assess company performance and each senior leader selects one or two actions they would commit to as part of driving SHV. The IAP are then digitized and provided to CEO McAdams. (Kinicki & Williams, …show more content…
Verizon created the one and a half day mandatory executive education program in order to help their senior leaders, which is led by the CEO and CFO. They also have a very thorough process for their interns to become hired after graduation. Yrizarry states “We are focused on attracting and retaining the best talent from colleges and universities as we see this as critical to building our leadership funnel for the future.” (Kinicki & Williams, p257) The company also created the “Verizon Leadership Development Program” in 2011 and implemented it across the enterprise. The VLDP recruits the highest-performing college graduates with 10-12 week Verizon internships and participants have to complete a minimum of two job rotation. This program also sponsors Finance, Network Operations, Engineering, IT, Human Resources, and Marketing. They all experience a 24 month customized leadership curriculum road map focused on cultural immersion and self-awareness, operational effectiveness, high performance, and leadership preparation (Kinicki & Williams,

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