How corporate culture supports strategy execution
It is an axiomatic fact that strategy execution and corporate culture play a remarkable role in the attainment of organizational success. From the chronological point of view, it can be argued that the significance of corporate culture emerges in between strategy formulation and strategy execution. Organizational strategy can be in fact properly developed on paper, but whether this is not also appropriately executed with great or sufficient precision it is hardly imaginable that an employer might ever be able to successfully point in the right direction and achieve its scope, that is to say successfully pursue its intended strategy. The most effective and appropriate KPI to asses corporate culture can be hence identified with its capability to support organizational strategy and more in particular its consistent and successful execution.
The values, beliefs, behaviour and “the way we do things around here” fostered within a business by an employer in that considered crucial to the attainment of its objectives clearly vary from organization to organization. The fact each company has a different corporate culture peculiar to this and only this should indeed represent the distinctive characteristic of each organization, somewhat of its DNA. In the unlikely event of two or more organizations fostering exactly the same type of culture, nonetheless, even remarkable differences between these are likely to emerge by reason of its different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive this proves to be of strategy execution. To be deemed appropriate and coherent with the employer’s wants and expectations an organization’s culture essentially needs to ease and favour the effectual strategy implementation process.
Every business founder concentrates and focuses his/her efforts on fostering and promoting a type of culture peculiar to his/her organization so as to enabling this to achieve competitive advantage. Notwithstanding, it can be identified some features and components, which whether properly underpin corporate culture, should contribute to considerably increase employers chances to successfully implement their strategy.
Readiness to change
The speed change occurs in the exogenous environment habitually requires employers to introduce changes into their organizations at the same pace. The fact that employees may oppose and resist change, albeit this is necessary for their organization to stay afloat and remain competitive in the relevant market, and the delay in its implementation this habitually entails are likely to have a remarkably negative impact on strategy implementation.
Individual readiness to change should be hence considered as one of the main underpinning pillars of corporate culture and should be invariably inspired by concepts like dynamism, energy, adaptability and innovation. The metaphor of the organization as a chameleon might prove to be effective to properly convey the message. This species of lizards has adapted to live in trees and developed the ability to change the colour of their skin to match their surroundings and escape predators’ attention (though this theory has been relatively recently opposed by some scientists who sustain that the change of the colour of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining competitive edge is crucially important, as chameleons these should aim at constantly growing throughout their lives. Being informed of what occurs in the external environment and about their competitors’ moves is clearly of pivotal importance, too; as chameleons, hence, organizations should be able to simultaneously look at two different directions with a 360-degree view and promptly focus on what they see.
How corporate culture supports strategy execution
http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html
From Germany
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It is an axiomatic fact that strategy execution and corporate culture play a remarkable role in the attainment of organizational success. From the chronological point of view, it can be argued that the significance of corporate culture emerges in between strategy formulation and strategy execution. Organizational strategy can be in fact properly developed on paper, but whether this is not also appropriately executed with great or sufficient precision it is hardly imaginable that an employer might ever be able to successfully point in the right direction and achieve its scope, that is to say successfully pursue its intended strategy. The most effective and appropriate KPI to asses corporate culture can be hence identified with its capability to support organizational strategy and more in particular its consistent and successful execution.
The values, beliefs, behaviour and “the way we do things around here” fostered within a business by an employer in that considered crucial to the attainment of its objectives clearly vary from organization to organization. The fact each company has a different corporate culture peculiar to this and only this should indeed represent the distinctive characteristic of each organization, somewhat of its DNA. In the unlikely event of two or more organizations fostering exactly the same type of culture, nonetheless, even remarkable differences between these are likely to emerge by reason of its different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive this proves to be of strategy execution. To be deemed appropriate and coherent with the employer’s wants and expectations an organization’s culture essentially needs to ease and favour the effectual strategy implementation process.
Every business founder concentrates and focuses his/her efforts on fostering and promoting a type of culture peculiar to his/her organization so as to enabling this to achieve competitive advantage. Notwithstanding, it can be identified some features and components, which whether properly underpin corporate culture, should contribute to considerably increase employers chances to successfully implement their strategy.
Readiness to change
The speed change occurs in the exogenous environment habitually requires employers to introduce changes into their organizations at the same pace. The fact that employees may oppose and resist change, albeit this is necessary for their organization to stay afloat and remain competitive in the relevant market, and the delay in its implementation this habitually entails are likely to have a remarkably negative impact on strategy implementation.
Individual readiness to change should be hence considered as one of the main underpinning pillars of corporate culture and should be invariably inspired by concepts like dynamism, energy, adaptability and innovation. The metaphor of the organization as a chameleon might prove to be effective to properly convey the message. This species of lizards has adapted to live in trees and developed the ability to change the colour of their skin to match their surroundings and escape predators’ attention (though this theory has been relatively recently opposed by some scientists who sustain that the change of the colour of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining competitive edge is crucially important, as chameleons these should aim at constantly growing throughout their lives. Being informed of what occurs in the external environment and about their competitors’ moves is clearly of pivotal importance, too; as chameleons, hence, organizations should be able to simultaneously look at two different directions with a 360-degree view and promptly focus on what they see.
How corporate culture supports strategy execution
http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html
From Germany
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Nice input, Rosario_Longo. What makes today's business leaders sit up and take notice is the speed at which the world around them is changing rapidly. Seamless markets and technology have brought about sweeping changes in the way you do business today. Someone aptly said that you cannot conduct today's business with yesterday's systems and methods and still expect to remain in business. You need to develop the ability to adopt new systems and methods; otherwise, someone else will nibble at your cheese. Developing this capability is the job of the culture. Therefore, business leaders, whose responsibility it is to develop a culture conducive to change, need to propagate those values and beliefs throughout the organization that encourage learning but not depending, innovation but not imitation, and strategic thinking but not static thinking if the organization is to achieve its goals.
B. Saikumar
From India, Mumbai
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1979B. Saikumar
From India, Mumbai
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Good to read! But, a pertinent question arises, who will bell the cat, the top management or the bottom of the line? Should the culture run from bottom to top or top management should take the lead to be followed by the middle and lower management and the bottomline of a corporation?
From India, Delhi
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From India, Delhi
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Thank you so much for your comment, Mr. Dhingra. I actually devoted a post to this topic - "Who develops, shapes, and controls organizational culture?" - [URL: HR Professionals by Rosario Longo HRM: Who develops, shapes, and controls organizational culture?](http://rosariolongo.blogspot.com/2014/10/who-develops-shapes-and-controls.html)
Hope you'll find the time to read it.
Many thanks,
Rosario
From Germany
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Hope you'll find the time to read it.
Many thanks,
Rosario
From Germany
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Dear Rosario,
Sure, I would like to go through your article when I find some time. However, I hope you would agree with me that for the development of corporate culture, ethical leadership has to be taken by the top management. This ensures that the culture permeates from the top down to be followed by everyone. Otherwise, it remains a theoretical concept confined to management and leadership literature, with no practical implementation of corporate culture in reality.
From India, Delhi
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Sure, I would like to go through your article when I find some time. However, I hope you would agree with me that for the development of corporate culture, ethical leadership has to be taken by the top management. This ensures that the culture permeates from the top down to be followed by everyone. Otherwise, it remains a theoretical concept confined to management and leadership literature, with no practical implementation of corporate culture in reality.
From India, Delhi
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Execution or implementation of strategy converged with the latest technology is the key to be in pace with the growing market trends for the business organization. Employees must have the willingness to adapt to such changes and look forward to being in pace with the organization's strategy in the achievement of the organization's goal. Here, organizational commitment plays a great role, while on the other side, employers need to leverage employees in terms of giving them the conducive environment to learn and grow.
Having said this, we land up in understanding the development of organizational culture from the point of view of employees, their training, their welfare, the overall growth in terms of the quality of life and work-life balance.
Yes, indeed a very good post. I appreciate it. Thanks.
From India, Vadodara
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Having said this, we land up in understanding the development of organizational culture from the point of view of employees, their training, their welfare, the overall growth in terms of the quality of life and work-life balance.
Yes, indeed a very good post. I appreciate it. Thanks.
From India, Vadodara
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