Have you ever stopped to consider this question: What role does your organisation’s culture play in your business? You might be surprised at some of the answers you generate from considering this question, and be inspired by the understanding that emerges from your answers.
Just as companies and countries have their creditworthiness evaluated by agencies like Standard and Poors, and Moody’s, organisations can evaluate their ‘cultureworthiness’ against my 4A rating scale.
There is an old business adage that if your thinking inside your company is not transforming and developing as fast as the world or market place around you, your business is in trouble.
One of the ways I like to stimulate, develop and adapt my thinking is through reading books.
I’m regularly asked to define culture and more specifically to define what defines a High Performance Culture. Both questions require a fairly long and wordy answer as culture is complex.
However most of the people who ask me to define culture are working inside busy complex organisations
The most common question I get asked in workshops, interviews or in Q & A sessions at conferences is; “What is culture?” or “How do you define culture?”
A client on my Thought Leadership Development Program introduced me to a quote by Ajay Royan, cofounder and investor in Mithril Capital Management in the U.S. The quote was “We hit our complexity budget before we reach our ability to operate at our peak”
Now I’m not a investor or venture capitalist but the quote triggered me to think that a similar concept would apply to culture.
This week I’ve been working in London and eventually found some time to visit the only tourist site of interest to me, Churchill’s underground war strategy bunker.
Long story short…. it was fascinating, but what really piqued my interest were some of Winston’s quotes.
Too many organisations invest time, money and energy working on or measuring their company culture based on criteria set by external consultants and academics. They overlook the most crucial performance issue of any organisations culture, the degree to which the culture currently aligns to inspire a performance capable of delivering the business strategy.
Cultures are often over generalised. We hear people make statements such as. German culture is efficient. Fijian culture is friendly. Japanese culture is symbolic and ritualised.
The need for ongoing, intensive management intervention into peoples’ daily performance in the workplace, is the price many organisations pay for having a poorly developed and undefined workplace culture.