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Risk aversion, weak customer focus, and siloed mind-sets have long bedeviled organizations. In a digital world, solving these cultural problems is no longer optional.
Shortcomings in organizational culture are one of the main barriers to company success in the digital age. That is a central finding from McKinsey’s recent survey of global executives (Exhibit 1), which highlighted three digital-culture deficiencies: functional and departmental silos, a fear of taking risks, and difficulty forming and acting on a single view of the customer.
Via David Hain
Whenever any new technology emerges that challenges the way people and businesses have been doing things for years or even decades, the initial excitement is often overshadowed by uncertainty and reluctance to try something new. In the early days of the cloud, it was almost inconceivable to think that it would lead to such a profound shift in how businesses operate. More recently, the drive toward digital transformation has caused even greater anxiety in some organizations. In this age of digital transformation, all industries -- from manufacturing and banking to hospitality and retail -- are evolving. This means that decision makers must identify key business issues, not technology issues, that digital transformation can tackle. Companies need to not only harness the power of the latest digital technologies and platforms to stay relevant and competitive but also course-correct their business models based on evolving customer demands. This type of transformation should be seen as a journey, not a destination. It is a cycle of change and progress, both from a technological and organizational standpoint. It’s about constantly reassessing opportunities to do things better, faster and with greater scale in the evolving environment in which one’s business operates.
Via The Learning Factor
Ttoo often, when hands-on managers get involved in doing work they behave in ways that can limit their team’s learning. They jump into the fray, heads down, and plow through the work like the individual contributors they used to be. Or worse, they become micromanagers who encourage boss-dependence.
What’s needed is for these hands-on managers to first learn how to think differently about their dual roles as both players and managers. Instead of being held back by orthodox management thinking that encourages managers to think in terms of “either I’m leading my team or I’m doing work,” these hands-on managers need to shift their thinking about workforce development to a mindset that says “I can do work and do it in ways that accelerate learning for my team members.” Then leading and doing become mutually reinforcing, ongoing activities.
Once hands-on managers adopt this “both/and” mindset, they can begin to recognize the many opportunities they have to create a learning culture while working with their team members. But the key to taking full advantage of these opportunities is for hands-on leaders to learn some trainable skills.
Via David Hain
Stephen Fortune, Principal Consultant for The Oxford Group, a people-focused company that supports organisations through change, discusses why prioritising behaviour and reward is important in times of transition
A culture change shouldn’t fall solely on the shoulders of HR, says a business psychologist
Learn how “going for breakthrough” radically increases your chances of achieving transformational change in business results, culture and leadership.
Via Virtual Global Coaching
The scientific interest, studies and research into the impact of nature on wellbeing has received much academic attention from the likes of the American Psychological Association and Cornell and Stanford Universities.
One key study often cited found that office workers with a view of nature liked their jobs more, enjoyed better health and reported greater life satisfaction.
How to cultivate a culture of learning in your business Learning is the secret elixir that motivates. No-one is motivated without learning
NEW RESEARCH FROM THE FINANCIAL REPORTING COUNCIL SHINES A LIGHT ON HOW A HEALTHY CORPORATE CULTURE CAN LEAD TO GREATER PROSPERITY
We live in a VUCA world (volatile, uncertain, complex, and ambiguous) and every day our employees encounter situations and questions, particularly with customer
Via Manuel Jorge García
Breakthroughs happen when organizations are set up to support them.
As the pressure of increasing change drives a need for organizational agility, the cry for innovation is heard.
Via Mark E. Deschaine, PhD
People committed to common purposes and goals can change key elements of a company’s culture when they set strong ground rules that allow people to feel confident.
Via Marc Wachtfogel, Ph.D.
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Over the past several decades, the business world has relentlessly pursued efficiency-driven business process reengineering, seeking to integrate, standardize, and automate tasks in ways that can reduce costs, increase speed, and deliver more predictable outcomes. As the landscape shifts, perhaps it’s time for organizations to expand their focus beyond business process reengineering to pursue business practice redesign, helping frontline workgroups to learn faster and accelerate performance improvement, especially in environments that are shaped by increasing uncertainty and unexpected events. The perspective we outline here goes beyond the growing work done on high-performing teams and agile practices by focusing specifically on the practices necessary to accelerate performance improvement over time.
Via David Hain
In many organizations, the longing for wholeness, more appreciation, a sense of purpose, and – at least to some extent – self-management is noticeable, even in organizations not aware of the Teal or Reinventing Organizations context.
Appreciative Inquiry is a value-oriented change and development process that starts from and is based on creating a safe space in which people feel seen and appreciated as whole human beings. On this basis, they are able to contribute fully, listen into their shared purpose, and create the desired future in a more and more self-managed way.
All three Teal breakthroughs of Wholeness, Evolutionary Purpose, and Self-Management are in-built qualities in the AI processes. And since it is a neutral process, any theme, as well as the breakthroughs themselves, can be addressed as a “core-theme.”
Since AI is such a powerful process and support structure, we want to tell you what this method is and to encourage you to experiment with it.
Via David Hain
Stephen Fortune, Principal Consultant for The Oxford Group, a people-focused company that supports organisations through change, discusses why prioritising behaviour and reward is important in times of transition
Facebook, Google, Tesla, Zappos, Twitter, SquareSpace etc. These are some of the companies that have set such high standards that every person wants to work for them. But, what is it that they are…
Via Coloma Canals
Below are 8 critical culture change secrets I have learned that most leaders and self-anointed culture experts typically don’t understand or know how to leverage to improve results. Individual tips and keys have little use with a subject like culture so I’ll connect the explanation of these insights.
Paul Boag knows user experience, as well as the value of a provocative headline. His blog, Boagworld, is full of articles that make clicking almost impossible to resist.
CREATE a culture change - Changing corporate organization culture. This does not happen overnight. So, patience and persistence is required
Successful company cultures manifest seven distinct characteristics as well. These are company cultures that indicate growth and an upward dynamic, an
Via Anne Leong
Agile Transformation is a major change, it aspires to create a new mindset, that is value driven instead of plan driven or schedule driven. Lot of organizations fail in their agile transformation as they overlook the culture component. Any agile transformation requires change in culture and for most organizations this is the most difficult phase…
Many companies want to establish a culture of innovation, one that will encourage employees to take risks that lead to breakthrough products. But how exactly to build this type of culture often eludes senior leaders — threatening the success of their innovation initiatives.
Within our complex economy, there is a movement afoot. The movement’s mantra is called “Develop, Develop, Develop.” Leaders need to pay attention to this movement because their employees certai…
A frank interview with Bullhorn founder Art Papas on what happened when he realized his company was no longer one he loved -- and what he did to change that.
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