Monday, September 6, 2021


Culture is invisible, but the culture system is a powerful pillar to run a digital organization.

Culture is the collective mindset, attitude, and behavior. Culture is deeper, culture is changeable, and the speed of culture change may also be expedited as the world becomes more hyper-connected and interdependent.

 Either in a well-established organization or an energetic start-up, culture can be a critical component of business success for the long term.

Culture is a corporate mindset and character: Culture is more of an anthropological concept. People as social beings, tend to organize themselves and it gives rise to a collective set of mindsets, beliefs, attitudes, educational systems, society structures, or ways of doing business, etc. Culture is the corporate character which significantly impacts strategy execution. Without character, the strategy is just a style without substance. Without character, there is a lack of passion, motivation, and engagement to implement a strategy. Once that culture is established as part of the DNA of the organization, then strategy can be implemented. Culture is a soft asset, but also a tough element which can harden the hardest, convey the spirit of the business and lift the organization to the next level of digital maturity.

Culture can undermine strategy, they certainly should be concerned and seek assurance that the culture is aligned with the strategy smoothly; the values forming the foundation of the culture are aligned with the expectations of customers. To shift a culture from bureaucracy to culture of people-centricity, the cure is to focus on customers, employees, and their needs. Inner work is the only way to rise to healthier levels of personality, and in doing so relaxes the culture that nourishes the desire and will to take an improvement journey. Overall, it's important to incorporate cultural requirements into the strategy management cycle, and create an organizational roadmap for competency-building in order to implement the strategy smoothly.

Culture is a competitive differentiator
: Either individually or collectively, people are different because we think and act differently. Thus, in the organizational setting, culture is a competitive differentiator. The organizational differentiation may be facilitated by a culture encouraging innovation; creating an atmosphere where staff are encouraged to offer innovative, creative and insightful proposals for new products, new initiatives in cost reductions, customer satisfaction and better. The innovative mind is often suppressed by the culture which discourages anything other than executive decision making. Innovative culture is usually outward-looking rather than insular, it’s flexible and inclusive to encourage idea sharing and alternative ways to do things. To inspire a culture of breakthrough innovation, you should rather reward taking risks, and learn from failures to innovate effectively.

It's critical to foster a culture of innovation across functional disciplines and embed innovation management mechanisms into the corporate DNA. Putting the right innovation elements to nurture a creative environment is about rejuvenating a "culture of innovation" which incorporates multiple and diverse components such as value, trust, communication, collaboration, simplicity, adaptability, and continuous improvement, etc. In order to sow innovation seeds in organizations, cultivating the culture of innovation is more important than training. Ultimately, if the company doesn't have "the expectation of innovativeness" in their DNA, innovation training is all for naught.

To capture the spirit of culture, management needs to uplift from culture-awareness to cultural intelligence: Culture is not something that can be dictated and followed such as a new policy or rule from top-down management. Therefore, the organizational culture expression shouldn’t be read on the surface, the mantra put on their slogans or the speeches made in the conferences. It’s truly about how people think and do things there, especially when the management is not around. If your culture embraces the future, inspires others, being a customer fanatic, then it forms a dynamic digital environment and creates business synergy. Everyone is influenced by culture but just a few can influence culture. As leaders, cognizance and empathy are the key to become a cultural influencer because it allows you to deeply understand people, create bond with respect and trust, share their viewpoints, understand their value, motivation and priority, get anyone you work with energized and involved; not only recognize culture, but transcend the culture for making human progress.

At the global scope, leadership certainly has to take into account cultural intelligence and how that affects things: how you lead and manage; how you interact with one another, and what’s your thought process and how you make a decision; from the cognitive intelligence about others - as well as themselves! The global leader's role is to get the most out of performance and potential- in terms of performance, team-work, culture, outcomes, etc. The authenticity of vision and intention reflected in their actions, are all components of leadership to ensure positive and inspiring working culture, to motivate and to lead more effectively.

Culture is invisible, but the culture system is a powerful pillar to run a digital organization. In conversations about culture, we need to remember that it is the policies, procedures, rewards, and retributions that drive and groom advanced minds and good behavior and it is the employee behavior that expresses culture continually. People are dynamic, culture is induced by aptitudes and attitudes. Human Being is a combination of intelligence and emotion or in simpler terms core aptitude and millions layers of attitude. Though culture is invisible; it can be perceived, culture is untouchable, it can be felt; culture is intangible, it can be managed effectively and measured qualitatively to improve organizational effectiveness and maturity.


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