Strategy vs. culture
Many organizations try in vain to change themselves with a strategy written on paper.
They try to adorn themselves with "Strategy 2020" or "Strategy 2030" on their websites: for themselves and for stakeholders and interest groups.
It often gives the impression that they have a vision and that this creates the corporate culture at the same time. However, a strategy is not yet an established or practiced corporate culture.
Corporate culture as a structural change
The necessary structural change in corporate culture is not an easy process. Quite the opposite!
Although every organization is unique, most companies have similar structures: by structure we mean the entire organizational system, all roles, responsibilities, authority distribution model, processes, standards, guidelines, career paths and much more.
And usually only one or more people have the authority to change the organizational structure. And certainly not the influence to change the corporate culture.
Who is responsible?
And usually only one or more people have the authority to change the organizational structure. And certainly not the influence to change the corporate culture.
"Culture eats strategy for breakfast" - Peter Drucker
and...
"Structure eats culture for lunch"
Start now in your organization
Everyone is talking about "agile working methods" - including SCRUM or other agile frameworks. These are based on self-organization - and teamwork and trust are an absolute must.
After the great transformation of Apple said: "Everyone senses that now is the moment when we influence the future".
Would you also like this moment for your company?
Create the "structure" and framework for this together now?
4 aspects for the culture of the company
Create structure
Management should create a structure that positively stimulates the corporate culture. Managers should also acquire relevant knowledge about adapting existing approaches to adapt the structure. This is useful for people working together, building great teams and achieving common goals.
Short decision-making processes
One of the most important first steps required in most cases is to minimize the number of management levels. It is necessary to shorten the feedback loop for decisions. In particular, this means minimizing the complicated and complex structures of management - even if management does not like it.
Role model and error culture
Management should be a role model for the desired corporate culture. Digitalization, Industry 4.0 and agility repeatedly talk about a positive error culture and its importance. This can only succeed if managers set an example. In other words, being a role model, preferably with mistakes, because that shows us as people.
Sustainable culture
A corporate culture is not created overnight. The closer the corporate culture is to the entire organization, the more influence all employees have on decisions about structural changes. And this strengthens team collaboration and corporate culture in the long term and helps to make the company fit for the future.
