It takes a lot of time and effort to build a desired culture, but the results are tremendous.
In reality, most companies have trouble seeing their own culture as they are so immersed in it. Cultural change and sustainability take time, investment, and continuous practice. It’s important to connect wider dots, take concerted, courageous and dedicated effort by leaders at all levels to convey the vision and lead the transformation.
Logic & culture: There are different types of subcultures in different divisions or geographical locations within the established organization; and there are societal cultures outside the organizational culture, all of which influence each other. Culture is invisible but powerful, to clarify business logic, it’s critical to identify the dominant cultures, subcultures, and the layers of those cultures. Cultural logic can be enforced by understanding the interrelationship of subcultures, applying integration logic to ensure they are diversified and unified cohesively, for lubricating business relationships, and fostering collaboration.
Culture logic comprises business rules that express business policy to encourage the right attitude or behavior and workflows that streamline desired results. A positive culture is cultivated by a great chain of thoughts-attitude-behavior; they need to get streamlined well together to demonstrate a clear logic. Culture is what people do when the management is not around. It’s important to encourage self-management and encourage progression by enhancing a culture of learning, a culture of high-performance.
Business capability & culture: Culture is a collective human mindsets, attitudes, behaviors that could be considered part of the people skills/competencies component to model a business capability. Culture is intangible, but it is the very glue to bind up all sorts of crucial business ingredients into corporate capabilities. If the culture is flexible, innovative, coherent, the organizational capability development can become more dynamic, moving from fixed to dynamic, from base or competitive level to differentiated level.
It is through the culture, routines/processes are established, key business components are aligned, and through these routines, resources are integrated and ultimately capabilities are developed. The management should have an in-depth understanding of what capabilities are critical to building the unique competency for the business's long-term prosperity. High mature organizations have great cultural characteristics of openness, transparency, collaboration, empowerment, respect for the value of people to tap talent potential and develop professional competence.
Agility & culture: Agility is the business ability to sense, respond, and take actions to changes, It is a strategic imperative for companies’ survival and thriving. The issue with command and control management is that it stifles fluidity and agility due to its hierarchical structure or overly rigid processes. To increase business agility, information has to flow more freely in digital business, build a culture of change and high performance based on cross-functional collaboration, shared responsibility, mutual accountability.
Why is culture essential for organizational development, increasing agility and people-centricity? Because it’s the collective mindset to drive collective behavior; and it's a hidden clue to understand organizational context. Organizations are transforming from inside-out operation-driven to outside-in people-centric. Customer experience is a driving force in business culture, and is at odds with the traditional industry model of organization. To improve business agility, focus on customers, value and trust your people, ensure you are running a sustainable business.
It takes a lot of time and effort to build a desired culture, but the results are tremendous. Leaders are the linchpin in regards to any organizational vision and mission. Different culture personas are in demand to analyze, design, and change culture for enabling business capability development, enhancing business logic and improving organizational agility.
Logic & culture: There are different types of subcultures in different divisions or geographical locations within the established organization; and there are societal cultures outside the organizational culture, all of which influence each other. Culture is invisible but powerful, to clarify business logic, it’s critical to identify the dominant cultures, subcultures, and the layers of those cultures. Cultural logic can be enforced by understanding the interrelationship of subcultures, applying integration logic to ensure they are diversified and unified cohesively, for lubricating business relationships, and fostering collaboration.
Culture logic comprises business rules that express business policy to encourage the right attitude or behavior and workflows that streamline desired results. A positive culture is cultivated by a great chain of thoughts-attitude-behavior; they need to get streamlined well together to demonstrate a clear logic. Culture is what people do when the management is not around. It’s important to encourage self-management and encourage progression by enhancing a culture of learning, a culture of high-performance.
It is through the culture, routines/processes are established, key business components are aligned, and through these routines, resources are integrated and ultimately capabilities are developed. The management should have an in-depth understanding of what capabilities are critical to building the unique competency for the business's long-term prosperity. High mature organizations have great cultural characteristics of openness, transparency, collaboration, empowerment, respect for the value of people to tap talent potential and develop professional competence.
Why is culture essential for organizational development, increasing agility and people-centricity? Because it’s the collective mindset to drive collective behavior; and it's a hidden clue to understand organizational context. Organizations are transforming from inside-out operation-driven to outside-in people-centric. Customer experience is a driving force in business culture, and is at odds with the traditional industry model of organization. To improve business agility, focus on customers, value and trust your people, ensure you are running a sustainable business.
It takes a lot of time and effort to build a desired culture, but the results are tremendous. Leaders are the linchpin in regards to any organizational vision and mission. Different culture personas are in demand to analyze, design, and change culture for enabling business capability development, enhancing business logic and improving organizational agility.
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