TTG - Treehouse Trading Group
We represent all components in business management as a whole, from products and deployment of resources during this startup phase. Each branch focuses on its own product, and nothing more. TTG manages the rest. Another branch will be joining us soon that will relieve TTG of this role, becoming a full marketing extension that will guide each branch. TTG performs a supporting role with affiliated subsidiaries in an effort to design, promote, and sustain. Each affiliate has their own function and trajectory. As a group, we can achieve this, and that is why the logo and brand is as simple as a tree, where TTG is the root and branches have grown. With this, there is a need to gather together. This requires the all-essential house. As all houses do, there needs to be support and that is the Trunk, and Trunky McTrunkface is coming. (We value humour.)
“It’s not about the product, it’s about the marketing and sales of that product.” - Sarbi Suby
This is a great quote for management and mainly marketing, but not for developing and growing the array of sparks of creativity. Through Trunk, we will build our Treehouse and TTG will carry out the management of each brand for now.
We’ve all heard about THE BIG FIVE. TTG has added a 6th component that is all too often omitted or forgotten
We’ve all heard about THE BIG FIVE. We have added a 6th that is all too often omitted or forgotten.
- Product Development
- Customer Service
- Accounting
- Operations
- Marketing (being the key and Trunk)
- Sustainability
TTG will ensure that these 6 values are monitored, thus leaving each brand to solely focus on their creations and designs to grow good, healthy, and reliable products. As this develops, you will see less of TTG, but it will always be there to support the group. TTG is ever-evolving and omnipresent with each component.
TTG understands that the organizational culture must be identified and constantly monitored. To understand this TTG is using the Competing Values Framework (ten Have, 2003). CVF identifies 4 types of dimensions which are Internal-External and Stability-Flexibility. This we can break down into 4 types of culture. Please click the image link below.1
From here we have
- Clan culture, the people-oriented, friendly Collaborate Culture
- Adhocracy culture, the dynamic, entrepreneurial Create Culture
- Market culture, the results-oriented, competitive Compete Culture
- Hierarchy culture is the process-oriented, structured Control Culture
The use of an Organizational Culture Assessment Instrument (OCAI) developed by © Kim Cameron and Robert Quinn at the University of Michigan can give insight into the dominant culture of an organization.2
- Current focus on results, processes, people, and innovation
- An indication of change-readiness by assessing the gap
- A quick check before and after reorganization, change, acquisitions, or mergers
- An idea of the preferred culture as a starting point for change
- Awareness of culture as a crucial factor for organizational success
- A validated measure of culture
Kotter and Heskett found that effective culture can account for 20-30 percent of the differential in corporate performance when compared with “culturally unremarkable” competitors (James Heskett, The Culture Cycle, 2015).
Professor Kim Cameron showed that a positive climate, positive relationships, communication, and positive meaning lead to “positive deviance” or high performance.
Christine Porath and Christine Pearson did a study with 14,000 respondents and found that incivility demoralizes people. The estimated loss of productivity per year per employee is $ 14,000 on average.
Bill Sutton (Stanford University) has suggested that productivity could decrease by 40% when workers experience bullying.
1 The use of the following graph and information can be found at https://www.ocai-online.com/about-the-Organizational-Culture-Assessment-Instrument-OCAI
2 Due to international law revolving around General Data Protection Regulation (GDPR) TTG is currently unable to begin this examination. The use of information below is fully obtained in citation 1. As of now, requests to resolve this issue are being examined.
To change or improve the culture it's necessary to make the culture "operational."
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