The future ain’t what it used to be. Continued globalisation, wide-scale disruption, uncertainty, exponential change in technology and a new generation joining the workforce are changing how business does business. To compound the challenge, the organisation we created in the last century – a veritable engine of wealth creation – is out of step with the emerging reality.
Tomorrow’s organisation will be fast, flat, focused and built around followership. If how you do business is pretty much the same as it was three years ago, you are already losing ground. If you are not fully invested in tomorrow’s conversation, you are being squeezed out of the game! If you are “dancing” as fast as you can and discover that the competition has stolen a march … it’s fruitless to try harder. You have to change the game!
Traditional management thinking is that strategy drives culture. Figure out the strategy and then make the culture fit. In a steady state world, it’s thinking that makes perfect sense. Except, we don’t live in a safe, predictable environment. In a world of uncertainty the only thing that is predictable is that your strategy will be “subject to correction”.
A scenario approach helps but that only makes the notion that strategy drives culture even less meaningful. Strategy clearly can’t drive multiple cultures. Even with scenario thinking, long after the strategy has shredded, what will endure is the culture. The new reality – culture enables strategy.
Based in Canada, John Burdett’s research and the work of others suggest that only about 20% of organisations manage culture. Organisations put culture on the back burner because of an attitude to change that is best described as “cultural drift”. Cultural drift is the misplaced belief that even if we fail to invest quality time at the top of the house on culture, somehow the secondary initiatives unfolding in the organisation (e.g., six sigma, process improvement, town hall meetings, an emphasis on safety, engagement surveys) will get us where we need to be. Are you managing your culture?
John’s new book, The A-Z Of Organization Culture, is a compelling playbook outlining how to leverage culture for competitive advantage. It draws on his extensive international work on culture with some of the world’s biggest multinationals, mid-size organisations, successful start-ups and not-for-profits.
Look for … how to have the “culture conversation”; breakthrough learning strategies; why your culture is your brand; working at the level of mindset; “re-engaging the middle kingdom”; and measuring culture. The latter will enable you to, literally, chart the
“roots” (where you are today) and “wings” (where you need to be) of culture in your organisation. If you don’t measure it, you can’t manage it!
Accessible and wonderfully illustrated, The A-Z Of Organization Culture is a unique “road map” that will enable you to make tomorrow’s culture come alive in your organisation, today.
An advisor to TRANSEARCH globally, we are delighted to say we are bringing John out to Australia in late March. We will also be launching his new book at that time.
Read more about the theme of John’s visit: If you’re not managing your culture, someone else is
Geoff Slade has worked at the forefront of the recruitment industry for over 50 years. He is the Executive Chairman of TRANSEARCH in Australia and was awarded a Centenary Medal by the Australian Government in 2000 for services to the recruitment industry. A Chartered Management Consultant, Geoff is a past President of the Recruitment & Consulting Services Association (RCSA) and was founding Chairman of the industry’s education body. As a tribute to his emphasis on staff training, many of the leading consultants in Australia have worked for and been trained by Geoff at various times in the last three decades. He is also a regular speaker at major industry conferences.
