It is a successful culture that makes for a successful organization.
To fix culture related issues, focus on digging into the root cause and pay more attention to culture residue, with the goal to set the right culture tones for shaping strong organizational character, building business strength, improving organizational agility and maturity.
It takes a lot of energy to break down old habits, silo mentality, change inertia: Change is happening at a more rapid pace; organizations shouldn’t just respond to them in a reactive way. Culture is certainly part of the environment in which an organization operates, it represents the 'box' in which decisions and actions occur to create change momentum. Many organizations today are running in between - the mix of old and new; the different departments or divisions within an organization evolve changes with different speed. How successfully the organization can handle digital disruption depends on how fast and capable they can adapt to changes.
The management needs ponder around: Do enough organizations really encourage their employees to step up and propose bold change initiatives and then ask management to follow through? What do those organizations engage in change management practices to develop the culture of change? It takes the time to communicate empathetically, allowing the team to have room to make continuous improvement. It takes a lot of energy to break down old habits, silo mentality, outdated knowledge or processes, synchronizing information flow, developing a culture of change, and creating business synergy.
It is the collective psychology that shapes the culture of organization- how people think and do things in the organization: Change comes from within the hearts and minds of the people. Every employee can empower themselves to make one small change to make their daily work environment better, more productive, creative, and delightful. It is also important to understand the whole meaning of functional dialects and business cultures or subcultures without "getting lost in translation." In fact, culture integration is part of the culture change management scenario.
In the organization with culture of change, organizational leaders are predisposed to transformational change, change mechanism has to be woven into communication, process, and action of the organization, people are able to proactively update knowledge, develop the right set of capabilities to enforce the agility to adapt to the changes, unlock human potential, and awaken possibilities in people to deliver extraordinary result.
It’s important to set the right organizational risk appetite and risk attitude to structural change management: Uncertainty and risk are inherent in every venture. Indeed, change is difficult. Change Management is always challenging with a high percentage of failure rate. The fact is that anyone or any company that fervently wants to be change-adaptive, must be willing to face risks, and overcome the fear associated with such risks for reaching the next level of the growth cycle. The risk management mechanism needs to be well embedded in soft business factors such as corporate culture and put in place a mandated risk tolerance structure to improve change management effectiveness.
It is imperative for improving the organization's culture to one that not only adapts to change, but also proactively drive progressive changes if needed. Business leaders today need to see further than what all others see; understand issues from new angles, broader perspectives, capture business insight to predict what will happen, and take steps further - what they should do upon it. The management knows the business tolerance of their enterprise for the resulting downsides risks. If you are able to develop the culture of change, open, not close; agile, not rigid, and then everything else can be connected to make change happen and sustain its impact.
The cultural aspect is an intrinsic factor that drives the organization's business longevity. It is a successful culture that makes for a successful organization. Some lagging companies only react to the changing environment; but leading organizations take a proactive approach to build a culture of change and manage change systematically in order to build culture as a corporate competency and move up to the next level of organizational maturity.
It takes a lot of energy to break down old habits, silo mentality, change inertia: Change is happening at a more rapid pace; organizations shouldn’t just respond to them in a reactive way. Culture is certainly part of the environment in which an organization operates, it represents the 'box' in which decisions and actions occur to create change momentum. Many organizations today are running in between - the mix of old and new; the different departments or divisions within an organization evolve changes with different speed. How successfully the organization can handle digital disruption depends on how fast and capable they can adapt to changes.
The management needs ponder around: Do enough organizations really encourage their employees to step up and propose bold change initiatives and then ask management to follow through? What do those organizations engage in change management practices to develop the culture of change? It takes the time to communicate empathetically, allowing the team to have room to make continuous improvement. It takes a lot of energy to break down old habits, silo mentality, outdated knowledge or processes, synchronizing information flow, developing a culture of change, and creating business synergy.
It is the collective psychology that shapes the culture of organization- how people think and do things in the organization: Change comes from within the hearts and minds of the people. Every employee can empower themselves to make one small change to make their daily work environment better, more productive, creative, and delightful. It is also important to understand the whole meaning of functional dialects and business cultures or subcultures without "getting lost in translation." In fact, culture integration is part of the culture change management scenario.
In the organization with culture of change, organizational leaders are predisposed to transformational change, change mechanism has to be woven into communication, process, and action of the organization, people are able to proactively update knowledge, develop the right set of capabilities to enforce the agility to adapt to the changes, unlock human potential, and awaken possibilities in people to deliver extraordinary result.
It is imperative for improving the organization's culture to one that not only adapts to change, but also proactively drive progressive changes if needed. Business leaders today need to see further than what all others see; understand issues from new angles, broader perspectives, capture business insight to predict what will happen, and take steps further - what they should do upon it. The management knows the business tolerance of their enterprise for the resulting downsides risks. If you are able to develop the culture of change, open, not close; agile, not rigid, and then everything else can be connected to make change happen and sustain its impact.
The cultural aspect is an intrinsic factor that drives the organization's business longevity. It is a successful culture that makes for a successful organization. Some lagging companies only react to the changing environment; but leading organizations take a proactive approach to build a culture of change and manage change systematically in order to build culture as a corporate competency and move up to the next level of organizational maturity.
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