Initiatecultureconnectivity

Leadership sets the tone for culture evolution; the management optimizes the process for cultural change.

Culture is collective mindset, attitude, and behavior. It is about how well humans as collective beings get along or work together. Cultural inertia causes employee disengagement and business stagnation.

 Organizations should tailor their needs to develop culture as their corporate asset, organizational brand, track culture as their business personality, catalyze culture as their soft competency and improve culture as differentiated advantage.

Culture & business competencies: Culture is the soft asset, but one of the most powerful invisible factors in building differentiated business competencies. The appropriate culture can powerfully reinforce the competitive advantage a generic strategy seeks to achieve. Culture is a soft asset, but also a tough element which can harden the hardest, and lift your organization to the next level of digital maturity. Culture is a competitive differentiator. Culture is an indicator of the organization's capability to achieve results in competency parameters. The organizational differentiation can be facilitated by a culture encouraging innovation individuality and collectively. 

Culture & business logic: Culture does not live alone in the business, especially the large well-established companies. There are different types of subcultures in different divisions or geographical locations; there are societal cultures outside the organizational culture, all of which influence each other. You cannot clarify culture logic unless you can identify the dominant cultures, subcultures, and the layers of those cultures. It’s important to understand the interrelationship between them; and apply integration logic to ensure culture coherence. As a corporate leader, how can you push towards the next stage of culture evolution that enables the large collective of people who work cross boundaries to think in an advanced manner; communicate empathetically, work harmoniously to achieve common vision? How to refine cultures and integrate a set of subcultures coherently into a tailored one that fits the business to accelerate strategy management.

Culture & science: Culture is a soft success factor of the company. There is science behind culture, and culture change takes scientific discipline. It’s important to analyze culture from anthropological, psychological, sociological, or philosophical lenses. Thinking about culture as a science allows business leaders and professionals to discover attitude or behavior patterns, applying scientific methods or tools to set good policies, fine tune organizational structures and reinvent desired culture. Scientific inquiry about culture hardens the soft to make intangible tangible. Scientific processes, methodologies and technologies make culture more visible and measurable. Ultimately, any so-called leader will have the responsibility and accountability for creating and maintaining a healthy culture which is solution-focused, synergistic, and highly productive. Organizations across vertical sectors are transforming from industrial silos to hyperconnected holistic digital businesses. And sometimes in businesses, what is taken for a problem in culture is really something situational. It should investigate ways to enhance and empower the positive aspects of the culture within the organization.

Leadership sets the tone for culture evolution; the management optimizes the process for cultural change. Culture can be a competency measured through performance. Culture is a soft asset, but also a tough element which can harden the hardest, and lift the organization to the next level of digital maturity.

Posted in: Connecting Dots,culture Master