From “Can Do” to “Think Before Do” Culture

A “Can Do” Culture Gone Wrong

Shortly after Jim Hackett became CEO of Steelcase in 1994, the office furniture manufacturer introduced two products. The Leap chair was a great success. But the Pathways office cubicle system ran into trouble from the start, plagued by R&D disputes, distribution misunderstandings, and product recalls.

The Root of the Problem

How could a company fail as well as succeed? Hackett traced the root of the matter to something many organizations would see as a virtue: the company’s “can do” attitude. People at Steelcase were not spending enough time thinking things through before they jumped to execute. Hackett set out to transform Steelcase’s “doing” culture into a “thinking before doing” culture.

The Four-Part Process

After much research, he developed a four-part process to give development teams at Steelcase the mental tools, intellectual resources, and time they needed to think a project through to completion.

The Think Phase

In the think phase, the team finds out as much about a potential project as possible. Team members ask questions, contact experts, do research, and come up with a range of options.

The Point-of-View Phase

In the point-of-view phase, they select the option they will pursue. Once the point of view is formed and cleared with the company, all second-guessing comes to an end and, in the plan-to-implement phase, the group determines the process by which the project will be completed.

The Plan-to-Implement Phase

Only after full-scale practice runs with everyone involved does the project actually go forward in the implementation stage.

Balancing Thinking and Doing

It takes a great deal of courage and confidence for people anxious to storm the world to slow down and explore all their options first, Hackett acknowledges. But by bringing thinking and doing into the proper balance, everyone is much better prepared to meet the future.

Conclusion

The transformation of Steelcase’s culture from “can do” to “think before do” has been successful, resulting in better decision-making and a more effective approach to project development.

FAQs

• What was the root of the problem at Steelcase?

The company’s “can do” attitude, where people were not spending enough time thinking things through before they jumped to execute.

• What was the solution?

Hackett developed a four-part process to give development teams the mental tools, intellectual resources, and time they needed to think a project through to completion.

• What are the four parts of the process?

The think phase, point-of-view phase, plan-to-implement phase, and implementation stage.