If you would like to receive more of news and insights from our team sign up here.
If the corporate culture which you lead isn’t actively looking to improve the lives of employees, investors, customers and the wider constituency then it isn’t fit for purpose.
This is only a quick article so I’m not going to delve into the depths of corporate culture, the whys and the wherefores. Suffice it to say that culture is the DNA of an organisation, the way things are done. It’s also perhaps worth mentioning that whilst culture is strongly intertwined with governance and ethics it also strongly influences every outcome of the organisation from employee engagement and reputation to profitability and sustainability.
So why do we look to lead strong cultures? It’s a question which I considered when I sat down to chat about culture and leadership with John Mattone a few months ago. And really the answer is simple. Yes it’s easy to list a whole range of factors which can be influenced by attention to the corporate culture but at the end of the day it comes down to one simple factor: improving people’s lives.
In our book Building a Culture of Innovation we comment that the factors which distinguish innovation from invention include the requirement that innovation solves a genuine problem and adds real value to the customer. When building and leading a culture of innovation the endpoint should therefore be the fact that you have positively affected someone in some way. And it’s the same for any other corporate culture outcome; if the corporate culture which you lead isn’t actively looking to improve the lives of employees, investors, customers and the wider constituency then it isn’t fit for purpose.