Strategy vs. culture
Many organisations try in vain to change with a strategy written on paper.
So they try to adorn themselves on their websites with "Strategy 2020" or "Strategy 2030": for themselves and the stakeholders and interest groups.
It often seems that they have a vision and that this is what gives rise to the corporate culture. But a strategy is not yet an established or lived corporate culture.
Corporate culture as structural change
The necessary structural change of the corporate culture is not an easy process. Quite the opposite!
Although every organisation is unique, most companies have similar structures: by structure we mean the entire organisational system, all roles, responsibilities, authority distribution model, processes, standards, policies, career paths and much more.
And usually only one or more people have the power to change the organisational structure. And certainly not the influence to change the corporate culture.
Who is responsible?
And usually only one or more people have the power to change the organisational 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 organisation
"Agile ways of working" are on everyone's lips - including SCRUM or other agile frameworks. These are based on self-organisation - and for this, teamwork and trust are an absolute must.
Steve Jobs said after Apple 's great transformation: "Everyone feels that now is that moment when we influence the future".
Would you also like this moment for your company?
Now create "structure" and framework conditions for it together?
4 aspects for the culture of the company
Create structure
Management should create a structure that positively stimulates the corporate culture. Supervisors should likewise acquire relevant knowledge about adapting existing approaches to adapt the structure. Thus, it is useful for people to work together, build great teams and achieve common goals.
Short decision-making paths
One of the most important first steps required in most cases is to minimise the number of management levels. It is necessary to shorten the feedback loop in decision-making. In particular, this means minimising 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. In digitalisation, Industry 4.0 and agility, there is always talk of a positive error culture and its importance. This only succeeds if the manager sets an example. So be a role model, happy to make mistakes, because that shows us as human beings.
Sustainable culture
A corporate culture does not develop overnight. The closer the lived corporate culture is to the entire organisation, the more influence all employees have on decisions about structural changes. And this strengthens team cooperation and corporate culture in the long term and helps to make it fit for the future.
