One of the formulas to build a successful business is to nurture an "adaptability trait" in an organization's culture.
Most companies have trouble seeing their own culture as they are so immersed in it. It's terribly important to step back and evaluate if you're where you want to be. Culturally strong organizations will survive the storm better and will be prepared to execute strategies and business plans effectively. However, such culture must evolve with times and change in business scenario. It is a continuously changing world, and no organization can afford to stick to its old ways of doing things. The fine principles of integrity, corporate governance, and other related good practices should never be thrown away with the cultural change. Increasing competition may also demand some cultural changes where rigid practices may have to give way to flexibility in the manner of carrying out business. Otherwise, the business may be lost to competitors that have dynamic and more flexible business processes. A culture change will become imperative as the drive for revenue becomes a key factor in sustainability. Some of the old ways of doing things will give way to new behavioral tendencies that can create the right environment for business to thrive. The organization will lose out if old cultures of complacency do not give way to good business behavior that will attract potential customers. Change is the only constant. Corporate culture needs to be reviewed and fine tuned to remain agile and respond to the needs of the marketplace. When you're sailing in the sea, you are not in a position to control the winds or the waves, but you surely can adjust your sails and load balance to head in the right direction. It only increases your chances of success. If an organization's culture does not adapt to changing business environment around itself continuously, it's very unlikely it would sail towards its intended business objectives as a destination.
Top business executives should work closely with HR to drive company’s culture transformation: HR should own continual assessment on whether the culture is suitable to support achievement of corporate initiatives. If it isn't - then HR should counsel executives in the hurdles the culture is creating and obtain buy-in on strategies to enact cultural change via awareness, communication, monitoring, and ongoing assessment, What practices need to stop? What do processes need to be enacted? What would the ideal culture be? By visioning and taking ownership of culture, HR can always be facilitating strategic plan success. Cultural change is a byproduct of how we as an organization interact. Often what we say and what we do are two different things, and that caused cultural dissonance. HR can assess, counsel, drive and sustain corporate culture yet rarely does so. Take a close look at your people and find out if they are on the same page. If yes, celebrate it. Maintain it. Do everything it takes to keep it. If not, then make a conscious effort to align it. It won't happen overnight, but it is worth the effort. Boundaries are breaking, and business is gaining a global perspective. The cross-cultural workforce is the new order of the day. Globalization has meant that organizations today are not just multi-national companies, but truly global businesses with strategic coherence and culture inclusiveness. It is not enough to align the culture to the employees alone. It is equally important to align the Market Culture as well. This varies from region to region. Certain key elements of any "culture" are basically unchangeable.
It is a continuously changing world, and no organization can afford to stick to its old ways of doing things. Increasing competition may also demand some cultural changes where rigid practices may have to give way to flexibility in the manner of carrying out business. Otherwise, customers may be lost to competitors that have dynamic and more flexible business cultures and processes. Truly speaking, one of the most important, yet open secret, of many successful organizations is to nurture an "adaptability trait" in an organization's culture. Without this, an organization may sail or drown, but surely not predict hitting the business objectives effectively. The fine principles of integrity, corporate governance, and other related good practices should never be thrown away with the cultural change.