Organization Culture Inventory

Part I: Overview of Organization:

The organization I chose to study is the Customization Services (CS) group of my employer, Oracle Inc. Oracle Inc. is one of the world's largest providers of business outsourcing solutions. Leveraging more than 55 years of experience, Oracle offers the widest range of HR, payroll, tax and benefits administration solutions from a single source. Oracle's easy-to-use solutions for employers provide superior value to companies of all types and sizes. Oracle is also a leading provider of integrated computing solutions to auto, truck, motorcycle, marine and recreational vehicle dealers throughout the world. The CS group is responsible for all custom programming for Oracle’s hosted HRizon, Enterprise HR and PCPW clients throughout all phases of client’ business relationship with Oracle (i.e., Implementation, Post Go-Live and Upgrading & Patching). The CS group works closely with Hosting Services, National Service Centers and other Oracle teams to fulfill client’ custom programming business needs. 1

Today, Oracle employs more than 42,000 associates globally providing business solutions for more than 570,000 companies of all sizes – small, mid-market and enterprise. Oracle is one of the world's largest providers of business outsourcing solutions, with operations in many countries. The key to the company’s growth and stability is solid strategy. By focusing on top-notch customer service, financial reliability, and a low-margin, high-volume model, Oracle has been able to stay true to its core goal: customer retention. Year after year, clients return to Oracle for the handling of the routine, but distracting, tasks of payroll, benefits administration, and human resources, as well as backroom operations for brokerages, auto dealers, and insurance companies. Year after year, Oracle happily records the revenue.

The company encounters very few surprises, as they write off expenses as soon as they possibly can and tie revenues and costs as closely as possible together. Steady profits are also possible because Oracle tries to offer every service on a “recurring revenue model.” Because of the company’s dogged pursuit of that model, 80 percent of its income arrives like clockwork every month. Most of that revenue is earned in the equivalent of fast-food margins ($1 to $2 per payroll check issued) but, like McDonald’s hamburgers, pays off handsomely over time if you can keep them coming back for billions more. In fact, the real key to Oracle’s financial success is its record of client retention. The average client provides a revenue stream for 10 to 12 years. Since 1995, Oracle has been improving its client retention rate by .5 percent per year, hiking revenue by 25 percent. 2

Part II: Current Culture:

The core values of Oracle are the foundation for all activities of the company. The ever-evolving culture is guided by the core values and motivated, results-oriented associates. A culture of ideas, questions, challenges, feedback and prudent risk-taking is nurtured without fear of occasional failure. Learning is a continuing process. On-the-job development of each associate is supplemented with suitable training; benefits of cross-training are recognized to provide additional opportunities and skills to Oracle associates. Each associate is responsible for participating in self-development and aid in the development of other associates. This continuing learning, cross-training, and development significantly contribute to better “career paths” for associates. Involved, knowledgeable, “hands-in” management is a desirable style. Each manager spends time regularly talking to and visiting clients, prospects, and other associates to get first-hand insights from them. Each associate is asked for more than a usual amount of conscientiousness and flexibility. Each associate is expected to do what it takes to suit client convenience because Oracle is a critical information lifeline to most of their clients. While doing so, we try to minimize avoidable inconveniences to their associates and their families.

Cultural Type:

According to my OCI Styles Circumplex (chart 1), Oracle’s primary style is power, in the 8 o’clock position (percentile score: 96) and the companies secondary style is oppositional, in the 9 o’clock position (percentile score: 81). Oracle’s weakest style is approval, in the 3 o’clock position (percentile score: 42).

Behaviors associated with the current Cultural Types:

A Power culture is descriptive of non-participative organizations structured on the basis of the authority inherent in members' positions. Members believe they will be rewarded