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Corporate Culture

Management thinkers Lisa Lahey and Robert Kegan have used the term “developmental cultures” to great effect. This has managed to highlight organizations that are not obsessed with performances alone, but also curate a growth culture. The work environment at such places feel safe, as people can experiment, or even fail, as long as it helps them learn on the path to developing business innovations. Continuous learning is encouraged through transparency, inquiry and curiosity. Self- protection, judgment and certainty are not the learning modes. Time- defined manageable experiments are set off at such places. There is also a continuous feedback loop, to ensure instant rectification in processes. A delicate balance is striven between nurturing and challenging.

Source:https://hbr.org/2018/03/create-a-growth-culture-not-a-performance-obsessed-one?utm_medium=social&utm_campaign=hbr&utm_source=facebook

Uploaded Date:28 January 2020 

There are several telltale signs that companies need to detect early on that will help them realize that the prevalent corporate culture is likely a liability. One of those early signs is a lack of investment for the personnel, through measures such as an insufficient amount of corporate training being bestowed. Another being the fact that at such places, no proper chain of accountability may exist. The talent recruitment pipeline is faulty as well, with less focus on inclusion or diversity. The top management at such firms often behaves with complete impunity, believing they will get away. The work environment has too frequent high- pressure situations. And finally, the ethical standards at such companies, are ambiguous, with a lack of clarity on several matters. In order to guard against such behaviours seeping in, the company ought to ensure explicitly commitment, from those at the very top. A cultural vigilance team needs to be put in place. Similarly, a cultural vigilance strategy needs also to be deployed. The existing behavioral expectations need to be refreshed. The annual planning and strategic development processes need also to weave in culture as a primary marker within it.

Source:https://hbr.org/2019/12/6-signs-your-corporate-culture-is-a-liability?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_activesubs&utm_content=signinnudge&referral=00202&deliveryName=DM59604

Uploaded Date:27 December 2019

In a study focused on understanding the salient cultural attributes, two broad distinctions about organizations emerged. One were those with Low Convergence, while conversely the other was with High Convergence. The former are those where employees largely do not end up agreeing on the most important of cultural attributes. The other is where their views are aligned with the broad talent management systems in place. Employees view their workplaces in offering differing and opposing ways. The same company was viewed as authoritative by some employees, but as caring by others. High convergence is overall very important as it signifies high levels of customer orientation and employee engagement. High convergence though will also make an improper work culture, more difficult to change.

Source:https://hbr.org/2018/01/the-culture-factor#convergence-matters

Uploaded Date: 14th December 2019

The importance of a company culture has long been established, but now it is time for talent management professionals to lay down clear markers on how that is to be built. Before one goes about setting up a culture target, one needs to understand the existing culture, if any dominant type exists. The culture has to be understood within the context of the overall business environment and the corporate strategy adopted. The aspirations to be framed, have to be within the ambit of the extant business realities. Those setting the tone, must also be able to make a divorce between the board culture and the company culture, as they need not both be uniform. It all has to be put within the four broad parameters of Flexibility, Stability, Independence and Interdependence.

Source:https://hbr.org/2018/01/the-culture-factor#how-to-shape-your-culture

Uploaded Date: 14th December 2019

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