About Culture & Capabilities Architects
We are deeply experienced professionals who are experts at developing winning talent and performance strategies by defining the skills and capabilities needed to succeed – AND the culture that will nurture and facilitate them.
We will move you from being just an “employer of choice” to being a “choosy employer” enabling you to hire the best of the best all of whom seriously want to join your organization.
Our Approach
Determinants of Success: the 3 C’s
CALL
CULTURE
CAPABILITIES
A CALL TO ACTION
Organization success just doesn’t happen. It happens for a reason. There is a compelling Call To Action that defines why the organization exists, why we do what we do, or why we need to change to something new.
At CCA we believe that success begins with a clear
A CALL TO ACTION.
Some call this the ”vision.” Some call it the “mission.”
Regardless, we believe that for organizations to be successful, all stakeholders must embrace the Call To Action.
When people identify with your purpose, when their belief aligns with your beliefs, they contribute with their whole selves.
Our expert process will ensure that the Call To Action is defined, justified and explainable. It then will help craft strategies to communicate the Call to those who need to heed it.
The Call
tClarify the Opportunity - We will help you zero in on the opportunity with the greatest chance of success.
CAPABILITIES are the clusters of skills, tools, methodologies systems and organization needed to execute, effectively perform the tasks and accomplish goals in answering the Call to Action.
Culture & Capabilities Architects will evaluate your organization’s existing capabilities and help you define a program to enhance your core capabilities to drive your organization’s success.
Categories of Core Capabilities
CCA’s Strategic Human Resource Management Framework
CULTURE is the shared implicit or explicit values of the organization expressed in actions that defines the way things are done within the organization. It either enhances or hinders core capabilities.
Culture creates an identity and is based on an implicit, if not explicit set of values and the mission defined by the Call To Action.
Culture and Capabilities Architects will…
- Assess the state of your current culture\
- Make implicit values explicit and vice versa
- Define ways to move the culture to its maximum effectiveness as the sustainer of excellence•Ensure that values and mission align with the organization’s objectives
- Establish mechanisms to bring the values to life to ensure sustainable success.
Why Culture is so Important
Culture Drives Employee Engagement
Mere employee “satisfaction” is insufficient to produce excellence and market exceptionalism. The word itself has its roots in the Latin satis facio meaning to “do enough.” Employees get “just enough” and give “just enough” in return.
“Engagement” means to have fallen in love with the organization and your role, just as it is when one becomes betrothed to one’s fiancé. Everything changes when you are in love.
Engaged people will do anything for the beloved. They go the extra mile with joy. They are generous with their time and care. They brag about the beloved and forgive them when they screw up. ur supply chain experts can help you optimize your supply chain to improve efficiency and reduce costs. We provide end-to-end supply chain solutions, including supplier management, inventory optimization, and logistics management. Imagine the impact that engaged people have on teamwork, productivity, quality, customer service, talent attraction.
CCA will measure and assess the degree of engagement among employees using the Human Sigma taxonomy developed by Gallup and help develop strategies to accelerate employee engagement across the organization.
How CCA Builds A Culture
Meet Our Talent: Al Risdorfer
Founder of Culture & Capabilities Architects
Al Risdorfer is a senior professional specializing in strategic HR management, building effective organizations and engaged cultures, and in establishing core capabilities and talent brands. I am a well-known thought leader who excels at building the capabilities needed by the mission and the culture that nurtures them.
▪Organizational Experience: From small, growth-stage firms to billion-dollar firms in the Fortune 300.
▪Positions Held: Chief HR Officer, VP/Director of HR, HR Business Partner, and Chief Talent Officer, consultant.
▪Industry experience: professional services, manufacturing, life-sciences, non-profits, government defense and civil contracting, consulting, telecommunications, and energy.
▪International experience: Asia, Australia, India, Africa, the EEU, UK and the Americas.
▪HR disciplines: talent acquisition and development, rewards, benefits, performance management, employment law and employee relations, succession, HR systems, etc.
▪Change agency: as restructurings and reorganizations, systems implementations, and the launching of enterprise-wide strategic programs, M&A/divestiture projects and have helped build collaborative enterprise-to-enterprise teaming arrangements and strategic partnerships.
Reengineering the Training Function
Reengineering the Training Function; Dr. Donald Schandler; St. Lucie Press; Delray Beach, FL; 1996. This book details my pioneering efforts at Computer Sciences Corporation (CSC) in developing a cutting-edge and world-class talent development program for one of the world’s leading global professional services firms.
