When we want to be heard by others in our business, especially when we are encouraging change, we can have a temptation to aim for 'loud' first. But is it the answer and the most effective path to performance?
It is normal in an organisation to delineate responsibility and accountability in order to get things done, but too often we see a lack of alignment in teams, projects and organisations more broadly which leads to friction and dysfunction.
It isn’t always easy to tell if that person has actually formulated the idea with a bias toward the success of the collective as opposed to a 'self-protection' bias. When you shape up ideas, do you run them through a 'team-first' or 'empathy' filter?
“Culture eats strategy for breakfast” is a widely used saying, and intuitively we know how important a great culture is in mobilising a strategy. Yet, we have seen at times leaders looking at strategy and culture as separate organisms. Why should culture and strategy compete or be at odds with one another?
Why do we sometimes force complex digital transformation projects into an ineffective plan and expect them to succeed? We strip value out of potentially valuable solutions by jamming them into silly, unachievable or unthoughtful models and timeframes for delivery.
Expecting a team who has historically been asked to deliver within refined systems and scopes to suddenly be ‘agile’ or ‘entrepreneurial’ is unfair to them, and an unfair expectation to set for yourself. How do you help people migrate to new ways of thinking and behaving?
hat’s the ROI? Probably the most common, and important, business question. Without being able to measure the impact of your culture initiatives it is very difficult to determine if you are spending your efforts in the right areas, if you are heading in the right direction and of course, to secure funding to support your initiatives. It’s also really hard to improve on something if you don’t have a base to start from. So where to start to measure your culture efforts?
it has been acknowledged for years now that company culture does have an impact on its overall performance and that neglecting it can lead to lost opportunities for synergies and cost efficiencies, lost customers, lost employees and increased injuries to name just a few. So why would the ROI of organisational culture still be in question? Is the belief in ROI really the issue?
Company culture is often mistaken to be only about big words and big ideas. That intangible and mysterious thing floating in the air that everyone should somehow know about, understand and be part of. While it is true that you can feel a company culture without always being able to pinpoint it immediately, it is actually much more structured and tangible than one might think. One very important aspects of culture is consistency between what is encouraged and how employees, at all levels, can demonstrate culture in action.
Don’t get us wrong, we love a good automation. We literally co-design automation and process excellence with several companies right at the minute. But before we did that, we ensured with them that this is really what they need and looked at the bigger picture to guarantee their success in the future. Does the following scenario sound familiar? You r organization invests in a big flashy system or tool thinking it will so l ve all their issues. They spend a fortune, contract an implementation team and... there’s no real return on investment . So was the system the issue or should you look further. Read more...