There is energy around. This tension is suffocating. It feels kind of comfy. It smells of toxicity. They aim and it gets done. They say and forget. I feel a stranger. I feel at home. These are some phrases that vocalize employee experiences. These are phrases that are loaded. These are words that have an overtone.
These are statements that ring bells. Above all, the frequency of their utterance in an organization depicts the way things happen. Culture of the organization is the bedrock without which the company becomes vulnerable to any internal or external tremor. We dread a fragile culture and we rave about a resilient one. A company without the appropriate culture can have cutting edge technology, pick of talent, a fabulous five star corporate office but can still crumble into history.
As James Heskett says, culture “can account for 20-30% of the differential in corporate performance when compared with ‘culturally unremarkable’ competitors.” That is huge. A 20% advantage translated into revenues can amount to many millions. In fact, another article “Creating high performance culture” states that improving corporate culture increases productivity by 46% and revenue by 32%. When the benefits are so high, why is the corporate world maintaining a low focus on this aspect of critical care? The key challenge is that culture is invisible like oxygen. However, like oxygen it is equally important for corporate survival and growth. As culture is not tangible, the focus is on building grand offices, new talent, more cash balances than the nebulous vision and values that are mostly reserved for grandiose speeches.
Building or changing the culture requires a top leadership focus on:
That means that there has to be a communication strategy that helps the vision to be told and sold at every level. The example of the three stonecutters whose output varies despite having the same job description of breaking big stones is a case in point. When asked what they were doing, the first one with the least output replied, “I am cutting stones”. The second with better output said he is breaking the biggest stones as he is the best stone cutter in town. The one with the best output simply said, “I am building a mosque”. That is the power of a clear and compelling vision. It can move mountains and get extraordinary results.
Takeaway — Develop a telling, selling, compelling vision and communication plan.
Examples are the popular corporate value “empower”. Many offices adorn their desks with this value. However, the stories of the behavior of the man behind the desk are anything but of empowerment. There will be shaking of head in disgust being expressed on his micromanagement or control freak nature. “Equality” is a super hit value in corporate world. As soon as you enter the offices, you see the VIP parking areas, the express elevators and the exclusive lunch facilities, etc. This talk the talk rather than walk the talk becomes a butt of humour and mockery, which finally results in sarcasm and disengagement.
Takeaway— Choose values that are not just sermons but practical. Make the performance rewards contingent upon value adherence.
Takeaway— Review your structure and systems if the strategy is facing bottlenecks.
Takeaway— Do a symbols perception audit. Find out if they are denoting trust or vice versa etc., and make relevant changes.
Takeaway— Use internal mystery shoppers to hear about what story is making rounds and create course corrections required.
You can copy almost everything else in this world of artificial intelligence. What you cannot copy is the value system and the thought process that binds and knits the organisation into a unique whole— that only a carefully crafted and lived culture can do.
Copyright Business Recorder, 2024
Culture — the real advantage, the real challenge
36
0
31.01.2024
There is energy around. This tension is suffocating. It feels kind of comfy. It smells of toxicity. They aim and it gets done. They say and forget. I feel a stranger. I feel at home. These are some phrases that vocalize employee experiences. These are phrases that are loaded. These are words that have an overtone.
These are statements that ring bells. Above all, the frequency of their utterance in an organization depicts the way things happen. Culture of the organization is the bedrock without which the company becomes vulnerable to any internal or external tremor. We dread a fragile culture and we rave about a resilient one. A company without the appropriate culture can have cutting edge technology, pick of talent, a fabulous five star corporate office but can still crumble into history.
As James Heskett says, culture “can account for 20-30% of the differential in corporate performance when compared with ‘culturally unremarkable’........
© Business Recorder
visit website
login
who are we?
contact us
qosheapp
Toi Staff
Mohamad Elmasry
Maoz Inon
Belen Fernandez
Brahma Chellaney
Tarik Cyril Amar
Petra Lesjak Tušek
Gideon Levy
Rachel Marsden
Dr Ramzy Baroud
