Friday, March 5, 2021

Rejuvenate Culture Change

The management should advocate clarity and transparency, apply design thinking to re-imagine the better way to do things.


With “VUCA” new normal, the business lifecycle could be viewed as resulting in emergent means of refocusing strategic goals, reinforcing digital principles and rules, reorganizing business structures, rebalancing resources, rejuvenating business culture, and redirecting people to understand the whole, in terms of its inner processes, its interactions with external systems, its components, the specific interaction among them, etc, for improving business performance and organizational maturity.

Clear the view of the organizational capability maturity: Organizations across vertical sectors are on the journey to make digital transformation. Top executives need to take a strategic perspective, translate the company vision into broadly defined strategic goals and objectives which are achievable components to focus on achieving the future state of the business. They should identify the capability patterns of the company, make the risk profile of the enterprise performance deficiencies, and assess the management view of the capability to support the intended future operating model and implement a well-defined business strategy.

Capability underpins the strategy. To fill the capability gap, determine what the future needs to look like, and what the transformation must look like. Transformational capability creates something new out of something old, reaching the new horizon out of an existing vision. Vision and strategic goals need to be clarified and have to be accessible, understandable, and made relevant to all levels of the organization. Well define a set of strategic goals first: from them, determine certain "action items." These action items become goals for business units; and then, each individual manager or supervisor has a goal, with action items and opposing metrics, and so on. Strategy can be implemented in a step wise manner.

Loose overly restricted organizational hierarchy: With unprecedented uncertainty and interdependence, businesses are inherently and intensely complex and unpredictable systems. Overly restricted organizational hierarchies are silo-based encourage “command & control” management style, decelerate business speed. The future of organizational design should flatten hierarchy, streamline flow and achieve autonomy. It’s important to break down silos, keep information and ideas flow frictionlessly. Forward-looking organizations experiment with different types of organizational structures so the multi-disciplinary and cross-functional teams are able to streamline information and workflow, and build a unique set of business capabilities. 

An organization can make a smooth alignment and approach a flow zone when people are ready for moving to a fluid structure, and digital leaders are eager to set stages and drive a frictionless, immersive, and relentless digital transformation. New generations of digital technologies are enabling unstructured processes to build dynamic business capability and foster collaboration, so the large group of people can interact, form, and amplify collective capabilities to achieve common goals.

Rejuvenating business culture: The right culture is the invisible but critical success factor and the very fabric to keep the business system running smoothly. Building a culture-savvy organization is important for the long term success of the business, what are the ideas within the walls that derive profitable actions, positive influence, and collective confidence. Culture is reflected and influenced by policies, practices, rewards and incentives. Culture is a collective mindset, attitude, behaviors; it is the leadership mindset that shapes the culture and employee behavior that expresses "culture."

As the saying goes, culture eats strategy for dinner. The degree to which culture supports strategy depends upon the degree to which culture unifies its efforts to realize critical business success factors, and thus, implement successful strategies. The good culture is positive and harmonized. The key is about striking the right balance between opposing forces, each with its own set of pros and cons , with the goal to achieve the strategy and build a digital-savvy organization. 

 Cultural change in an organization begins with the involvement of the top management and their commitment to change. These are particularly required during changing times to keep the workforce open to innovation including a compelling future vision and the presence of transformational leadership. The management should advocate clarity and transparency, apply design thinking to re-imagine the better way to do things. It’s also critical to make continuous improvement without losing the big picture, to ensure that the business as a whole is superior to the sum of pieces for improving organizational maturity


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