Defining Culture
2 min read.
The momentum for change that evolved from the COVID crisis is undeniable. The majority of businesses will ‘never be the same’. The speed of change that was required was beyond what many of us thought we were capable of, and looking forward; we expect that continued new ways of working are inevitable.
“The culture at play will influence how well we adapt and capitalise on the new way of the world”
This reality has a complex relationship with culture. The culture at play will influence how well we adapt and capitalise on the new way of the world – and - the way we navigate forward may also reshape culture as we know it – notably if we are not mindful in how we build it.
Defining a culture that supports its strategic direction and allows it to thrive in volatile times requires senior leadership’s deliberate time and focus.
The synergy and relative organisational health of the senior leadership team, how cohesive they are, how well they collaborate, whether they can engage in rigorous debate on the most critical topics impacting the business are all factors likely to determine organisational success. And, this is an area often assumed within the company. Teams that invest in their cohesion and performance can strip away politics and agendas and get to the heart of how people must behave, focus, and respond to do the best by employees and customers.
A candid deep dive into engrained organisational behaviours can be incredibly revealing but provides a profound platform for identifying the critical behaviours that will shift the culture to a space where everyone can thrive.