Invisibleculture

 Culture is mindset, attitude, behavior. Culture is part passion, part commitment, and part faith.

Culture is invisible, but it can be read through employees' behaviors and activities. A good starting point is to consider what the organizational culture actually is and then determine what kind of "culture" would be appropriate for the business you are in. Only then, are you in a position to consider what learning and development might be appropriate. 

In essence, enterprise culture is "informative, learned, knowable, measurable, modifiable, and manageable." Culture progress is not a universal truth, but a relative truth. A continuous improvement culture isn’t built in a day, it takes strategy and practices to improve cultural agility and maturity.

There is an overwhelming temptation to fiddle with cultural attributes such as values, norms, and beliefs: Culture is collective mindset, attitude, and behaviors. Different cultures have varying focus, adapting to the environment at different speeds. This is accomplished by establishing strong interdependent professional relationships, the shared vision, optimized processes, and a set of business practices.

Culture is a soft asset, but also a tough element in leading business success. Great culture encourages us to discover ourselves, do business to delight customers. It is a corporate footprint and brand promise. Culture change is a tough journey as you can’t impose the desired culture to your organization. Culture is what the people do when the management is not around; the underlying values and beliefs that the people hold on. Culture influencers have determination, dedication, motivation, passion, to change the persistent emotional experience of the people, integrate a process of gratitude to deal with friction and change inertia, leverage information to decide wisely; work collaboratively to solve problems effectively.

Digital organizations are people centric, with an “every individual as a stakeholder” culture to enhance accountability: Accountability needs a safe environment; starts with leaders at the top. Behaving accountable is the result of a culture with values that need to be organized and nurtured. It is imperative to close the accountability gap through improving cross-functional communication, collaboration, opening door listening, transparency and mutual sharing in successes. To harness a people centric culture, make an objective assessment by understanding the varying issues such as: the cognitive skills and decision-making biases; behavioral styles and patterns; or motivational drivers and passions at the corporate level, so you can build a compelling team for achieving high performance results.

With hyper-connectivity and hyper-diversity today, digital leaders and professionals can sense, feel, read, imagine and intuit possibilities. Accountability is part of personal integrity; goes hand in hand with the delegation of authority or power. If you ensure the individuals have autonomy within their tasks or projects you will be able to address performance on an equal partnership basis. They are truth-seeking, willing to change their views, and are accountable for their actions. They are robust and judicious in pushing down barriers to achieve the best possible effects.

To create a culture of learning means having the right pro-learning mindset, particularly from leaders and managers: It takes a highly innovative and intelligent methodology to achieve workforce success. Learning, innovation, and improvement will come from all of the workforce, not just the chosen few who believe they have all the answers. The organization’s learning culture is the basis of the company's diversity of staffing, outlining the types of duties assigned to perform with the requirement of work responsibilities to deliver high performance results.

Learning is a lifelong process, not one-off events. Learning fosters changes and spurs innovation because digital innovation is the interdisciplinary approach which involves applied science, engineering, art design, cognition (psychology), social norm (culture) and social behavior, etc. In the learning organizations, people focus on the learning opportunities provided by assignments, rather than on the status quo. They are open to fresh ideas, encouraged to be creative, so the positive energy and creativity flow frictionlessly to unlock collective potential.

Culture is mindset, attitude, behavior. Culture is part passion, part commitment, and part faith. It's the invisible clue about what we're doing and how we're doing it. It's the synergy of the team, the managers and business leaders. A cohesive culture creates team synergy, catalyzes digital transformation and improves overall organizational maturity.

Posted in: Change Management,culture Master