Corporate Culture as Competitive Advantage - amazonia.fiocruz.br

Corporate Culture as Competitive Advantage Video

Pretty bleak, huh? And what about culture? Throughout our lives, we can spend up to 80, hours at work. We have found in this busy and hyper-connected world, the ability to manage change well, coupled with a healthy culture is what separates the sustainable from the short-lived. It is critical to manage change well, the impacts of resistance can be crippling to the bottom line. Drawing upon my change management experience, Corpkrate are some tips if you want to change your culture. The horse has bolted. It needs to be done quarterly, just like your financial highlights. By measuring regularly, you can see where you are making an Corporate Culture as Competitive Advantage, and where you are not, allowing you to refine and continuously improve how you engage your people.

And lastly. I urge you to think of culture like a garden. What happens if you neglect a garden? It will either wither and die or overrun with weeds. Weeds are unethical behaviors, toxic Compeyitive, destructive conflict, confusion and disengagement. So just like a garden, your culture needs ongoing care and nurturing if it is to grow and thrive.

Expert Contributors

A healthy culture is key to continued, and even greater success. Make no mistake, there will be times when you are elbow deep in fertilizer, with a sore back, wiping sweat off your brow, cursing why you wanted to change the culture in the first place, but remember the flowers of the garden are worth it! The benefits are engaged people, climbing productivity, reduced attrition, recruiting and on-boarding costs trending downward.

Change and culture — the new competitive advantage 8th September Friska Wirya 0. Would it surprise you to know best-selling author Dan Pink says we spend 24 minutes of every hour trying to change something?

Corporate Contributors

Coroorate How do we want people to feel when they walk in the door? Have we communicated the case for change consistently? Has it sunk in? How do we know? Create a shared understanding of what we want the culture to be tomorrow. Have we secured an influential and credible Executive Sponsor?

Do we have visible and active advocacy from each area in the business? Operationalise the desired culture making it real — what visible indicators and behaviours demonstrate the desired culture state?

Continuous improvement: measure, refine, deploy. How will we know when we get there? What culture traits metrics are relevant? Do we have a cross-disciplinary working group to identify misalignment with organisational processes, systems, etc.

Are we continuously learning from culture leaders within and outside of our industry? Are we clear on what benchmarking we want to align with? Are we doing enough to cultivate a growth mindset?]