Corporate Culture Dictates Business Performance

Top business leaders for many of the world’s largest corporations awoke today to face a variety of complex business challenges amid significant pressure to perform.
Elements of the strategic plan must be implemented. Business partners must be consulted. Teams must be mobilised. Contracts have to be signed. Products and services must be distributed. And improved business results must be shown.

But wait. With our collective focus on executing so many parts of a business strategy, would it not make sense to pause and consider the fact that our expectations for performance may be artificially inflated?

That’s right. Many market-leading companies will attempt to deliver on promises vocalised by the Chief Executive Officer or expressed in one or more financial reports that are actually highly unrealistic given the state of the company’s organisational culture.
It has been said that organisational culture trumps business strategy every time. Corporate culture is the most valuable intangible asset on the company balance sheet. It is the frame by which we can best measure and predict organisational performance.
Yet many of us will overlook this vital fact while pursuing the business results we think are achievable. Others might never even consider the impacts of corporate culture on business performance.

The sharpest among us will work to understand culture, change it where necessary, and align expectations accordingly. Culture enables the mission. Talent fuels execution. Performance shapes culture and organisational potential in a virtuous circle.
These realities are everyone’s to explore. Corporate culture is not owned by the Human Resources function or dictated by the Chief Executive Officer. Ideally, it is modelled by your company’s most visible executives, championed by Human Resources, managed carefully by management leaders, and contributed to by every employee.

If you’re not already taking the time to deconstruct and analyse your own organisation’s culture, there’s no better time than the present. If you’re not factoring corporate culture as an accelerator or impediment to the business results you need to show in the next six to 12 months, you can change that.

Consider this just a friendly nudge to know more about how corporate culture impacts discretionary work inputs across your team, and why a well-defined, energising and rewarding organisational culture can help you achieve great things as a leader.

Copyright © TRANSEARCH International 2014

 

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