How corporate culture supports strategy execution
It is an axiomatic fact that strategy execution and corporate culture play a remarkable role in the attainment of organizational success. From the chronological point of view, it can be argued that the significance of corporate culture emerges in between strategy formulation and strategy execution. Organizational strategy can be in fact properly developed on paper, but whether this is not also appropriately executed with great or sufficient precision it is hardly imaginable that an employer might ever be able to successfully point in the right direction and achieve its scope, that is to say successfully pursue its intended strategy. The most effective and appropriate KPI to asses corporate culture can be hence identified with its capability to support organizational strategy and more in particular its consistent and successful execution.
The values, beliefs, behaviour and “the way we do things around here” fostered within a business by an employer in that considered crucial to the attainment of its objectives clearly vary from organization to organization. The fact each company has a different corporate culture peculiar to this and only this should indeed represent the distinctive characteristic of each organization, somewhat of its DNA. In the unlikely event of two or more organizations fostering exactly the same type of culture, nonetheless, even remarkable differences between these are likely to emerge by reason of its different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive this proves to be of strategy execution. To be deemed appropriate and coherent with the employer’s wants and expectations an organization’s culture essentially needs to ease and favour the effectual strategy implementation process.
Every business founder concentrates and focuses his/her efforts on fostering and promoting a type of culture peculiar to his/her organization so as to enabling this to achieve competitive advantage. Notwithstanding, it can be identified some features and components, which whether properly underpin corporate culture, should contribute to considerably increase employers chances to successfully implement their strategy.
Readiness to change
The speed change occurs in the exogenous environment habitually requires employers to introduce changes into their organizations at the same pace. The fact that employees may oppose and resist change, albeit this is necessary for their organization to stay afloat and remain competitive in the relevant market, and the delay in its implementation this habitually entails are likely to have a remarkably negative impact on strategy implementation.
Individual readiness to change should be hence considered as one of the main underpinning pillars of corporate culture and should be invariably inspired by concepts like dynamism, energy, adaptability and innovation. The metaphor of the organization as a chameleon might prove to be effective to properly convey the message. This species of lizards has adapted to live in trees and developed the ability to change the colour of their skin to match their surroundings and escape predators’ attention (though this theory has been relatively recently opposed by some scientists who sustain that the change of the colour of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining competitive edge is crucially important, as chameleons these should aim at constantly growing throughout their lives. Being informed of what occurs in the external environment and about their competitors’ moves is clearly of pivotal importance, too; as chameleons, hence, organizations should be able to simultaneously look at two different directions with a 360-degree view and promptly focus on what they see.
How corporate culture supports strategy execution
http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html
From Germany
It is an axiomatic fact that strategy execution and corporate culture play a remarkable role in the attainment of organizational success. From the chronological point of view, it can be argued that the significance of corporate culture emerges in between strategy formulation and strategy execution. Organizational strategy can be in fact properly developed on paper, but whether this is not also appropriately executed with great or sufficient precision it is hardly imaginable that an employer might ever be able to successfully point in the right direction and achieve its scope, that is to say successfully pursue its intended strategy. The most effective and appropriate KPI to asses corporate culture can be hence identified with its capability to support organizational strategy and more in particular its consistent and successful execution.
The values, beliefs, behaviour and “the way we do things around here” fostered within a business by an employer in that considered crucial to the attainment of its objectives clearly vary from organization to organization. The fact each company has a different corporate culture peculiar to this and only this should indeed represent the distinctive characteristic of each organization, somewhat of its DNA. In the unlikely event of two or more organizations fostering exactly the same type of culture, nonetheless, even remarkable differences between these are likely to emerge by reason of its different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive this proves to be of strategy execution. To be deemed appropriate and coherent with the employer’s wants and expectations an organization’s culture essentially needs to ease and favour the effectual strategy implementation process.
Every business founder concentrates and focuses his/her efforts on fostering and promoting a type of culture peculiar to his/her organization so as to enabling this to achieve competitive advantage. Notwithstanding, it can be identified some features and components, which whether properly underpin corporate culture, should contribute to considerably increase employers chances to successfully implement their strategy.
Readiness to change
The speed change occurs in the exogenous environment habitually requires employers to introduce changes into their organizations at the same pace. The fact that employees may oppose and resist change, albeit this is necessary for their organization to stay afloat and remain competitive in the relevant market, and the delay in its implementation this habitually entails are likely to have a remarkably negative impact on strategy implementation.
Individual readiness to change should be hence considered as one of the main underpinning pillars of corporate culture and should be invariably inspired by concepts like dynamism, energy, adaptability and innovation. The metaphor of the organization as a chameleon might prove to be effective to properly convey the message. This species of lizards has adapted to live in trees and developed the ability to change the colour of their skin to match their surroundings and escape predators’ attention (though this theory has been relatively recently opposed by some scientists who sustain that the change of the colour of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining competitive edge is crucially important, as chameleons these should aim at constantly growing throughout their lives. Being informed of what occurs in the external environment and about their competitors’ moves is clearly of pivotal importance, too; as chameleons, hence, organizations should be able to simultaneously look at two different directions with a 360-degree view and promptly focus on what they see.
How corporate culture supports strategy execution
http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html
From Germany
Nice input,Rosario_Longo. What makes to day's business leaders to sit and take notice is the speed with which the world around them is fast changing.Seamless markets and technology brought about sweeping changes the way you do business to day.Some one said and aptly that you cannot do to-day's business with yesterdays' systems and methods and still expect to be in business. You need to develop the ability to adopt the new systems and methods otherwise some one will nibble at your cheese.Developing this capability is the job of the culture.Therefore the business leaders whose responsibility it is to develop a culture conducive to change, need to propagate those values and beliefs through out the organisation that encourages learning but not leaning(depending), innovation but not imitation and strategic thinking but not static thinking, if the organisation has to achieve it's goals.
B.Saikumar
From India, Mumbai
1897B.Saikumar
From India, Mumbai
Good to read! But, a pertinent question arises, who will bell the cat, the top management or the bottom of the line? Should the culture run from bottom to top or top management should take the lead to be followed by the middle and lower management and the bottomline of a corporation?
From India, Delhi
From India, Delhi
Thank you so much for your comment Mr. Dhingra. I actually devoted a post to this topic - "Who develops, shapes and controls organizational culture? - HR Professionals by Rosario Longo HRM: Who develops, shapes and controls organizational culture?
Hope you'll find the time to read it.
Many thanks
Rosario
From Germany
Hope you'll find the time to read it.
Many thanks
Rosario
From Germany
Dear Rosario,
Sure, I would like to go through your article on finding some time. But, hope you would like to agree with me that for development of corporate culture ethical lead has to be taken by the top management, so that the culture floats from top to bottom to be followed by one and all. Otherwise, that remains a theoretical myth only to be kept restricted within the books & journals pertaining to management & leadership, but without any scope of implementation of the corp culture in reality.
From India, Delhi
Sure, I would like to go through your article on finding some time. But, hope you would like to agree with me that for development of corporate culture ethical lead has to be taken by the top management, so that the culture floats from top to bottom to be followed by one and all. Otherwise, that remains a theoretical myth only to be kept restricted within the books & journals pertaining to management & leadership, but without any scope of implementation of the corp culture in reality.
From India, Delhi
Execution or implementation of strategy converged with latest technology is the key to be in pace with the growing market trends for the business organisation.Employees mus have have the willingness to adapt such changes and look forward to be in pace with the organisations strategy in the achievement of the organisation goal.Here the organisational commitment plays a great role, while on the other side employers need to leverage employees in terms of giving them the conducive environment to learn and grow.
Having said, this we land up in understanding the development of organisational culture from the point of view of employees, their training, their welfare, the overall growth in terms of quality of life and work life balance.
Yes,Indeed very good post. I appreciate.
Thanks
From India, Vadodara
Having said, this we land up in understanding the development of organisational culture from the point of view of employees, their training, their welfare, the overall growth in terms of quality of life and work life balance.
Yes,Indeed very good post. I appreciate.
Thanks
From India, Vadodara
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