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Oceanic Pharmachem Private Limited (OPPL) believes that the best way to cultivate and reinforce a strong company culture is to lead with behaviours and take actions that promote its importance.
An organizational culture is defined by how people inside the organization interact with each other. Culture is learned behaviour - it’s not a by-product of operations. Organizational culture is created by people actions; not the other way around.
The behaviour of leaders drives the kind of culture the organization ends up with. But this is also why changing an existing culture can be so difficult.
It’s not easy to change a company culture, because it involves changing how people behave. If a company has been doing something a certain way for a long time, it can be hard to get everyone on board with doing it differently; which includes the organizational leaders.
It’s easy to think that building a culture is about behaviours of the employee, not how the leaders act. Culture change can only begin when leaders start to model the behaviour they want the organization to emulate.
When an organization’s top executives decide that their culture needs to become more “customer focused”, they have to create an enterprise-wide agenda. These leaders have to devote time to discussing how they can improve their customers’ experience. They have to actually spend time out in the field, visiting customers, fielding calls and making strategic changes. If these executives prioritize customer focus in their behaviour, only then the rest of the organization will follow suit.
The current industry buzzword; an “innovative” culture is a product of the behaviours that are embraced throughout the organization. One of those elements is a willingness to have open and frank discussions about what separates great ideas from bad ones. Being innovative also involves accepting failure. By accepting and even celebrating a failed effort, innovation is promoted. Innovation is brought about by rewarding hard work, as an experience is created that can be learnt from and built upon.
Innovative culture can be a hard concept for traditionally run companies to follow through, if they are used to measuring objective outcomes and results. They might think that failing is not something to celebrate; it’s to be punished. So, it’s no surprise that innovation stalls at such organizations as a result.
Building an innovative culture starts by reviewing leader behaviours toward those trying to innovate. The same is true about any kind of culture: It all begins with the behaviour of leaders. To put in perspective, if organizations are interested in changing their culture, the first step should be to look in the mirror and make sure that the top leaders are setting the kind of behavioural example which everyone else is expected to follow.
From India, Mumbai
4Oceanic Pharmachem Private Limited (OPPL) believes that the best way to cultivate and reinforce a strong company culture is to lead with behaviours and take actions that promote its importance.
An organizational culture is defined by how people inside the organization interact with each other. Culture is learned behaviour - it’s not a by-product of operations. Organizational culture is created by people actions; not the other way around.
The behaviour of leaders drives the kind of culture the organization ends up with. But this is also why changing an existing culture can be so difficult.
It’s not easy to change a company culture, because it involves changing how people behave. If a company has been doing something a certain way for a long time, it can be hard to get everyone on board with doing it differently; which includes the organizational leaders.
It’s easy to think that building a culture is about behaviours of the employee, not how the leaders act. Culture change can only begin when leaders start to model the behaviour they want the organization to emulate.
When an organization’s top executives decide that their culture needs to become more “customer focused”, they have to create an enterprise-wide agenda. These leaders have to devote time to discussing how they can improve their customers’ experience. They have to actually spend time out in the field, visiting customers, fielding calls and making strategic changes. If these executives prioritize customer focus in their behaviour, only then the rest of the organization will follow suit.
The current industry buzzword; an “innovative” culture is a product of the behaviours that are embraced throughout the organization. One of those elements is a willingness to have open and frank discussions about what separates great ideas from bad ones. Being innovative also involves accepting failure. By accepting and even celebrating a failed effort, innovation is promoted. Innovation is brought about by rewarding hard work, as an experience is created that can be learnt from and built upon.
Innovative culture can be a hard concept for traditionally run companies to follow through, if they are used to measuring objective outcomes and results. They might think that failing is not something to celebrate; it’s to be punished. So, it’s no surprise that innovation stalls at such organizations as a result.
Building an innovative culture starts by reviewing leader behaviours toward those trying to innovate. The same is true about any kind of culture: It all begins with the behaviour of leaders. To put in perspective, if organizations are interested in changing their culture, the first step should be to look in the mirror and make sure that the top leaders are setting the kind of behavioural example which everyone else is expected to follow.
From India, Mumbai
Dear vp_hmlsd,
Good contents. It could have been presented even in a better way had you split the matter into more paragraphs.
Culture as you rightly pointed out is top driven. People do as their leaders do, rather than follow what they say.
Inertia prevents innovation. A change of mind has to occur at the top for the rest to emulate
Thanks for the share
V.Raghunathan
Chennai
From India
Good contents. It could have been presented even in a better way had you split the matter into more paragraphs.
Culture as you rightly pointed out is top driven. People do as their leaders do, rather than follow what they say.
Inertia prevents innovation. A change of mind has to occur at the top for the rest to emulate
Thanks for the share
V.Raghunathan
Chennai
From India
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