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Unless the business leaders have applied a guiding hand along the way, the chances are that the culture which is in place is very different from the ideal
No one designs their business culture, it just happens. If you think that then you are partly right and also very wrong. It’s true that business culture was formed even before the organisation was a twinkle in the eye of its founders and it is also true that the culture has evolved over time through every action and interaction. But unless the business leaders have applied a guiding hand along the way, the chances are that the culture which is in place is very different from the ideal.
When you start out, it’s easy to design your business culture. The chances are there will only be a few people working within the business and because they have been drawn together with a shared aim then the strong culture almost sets itself. But what if the business has been going for some time; how does the leadership sits down and design a new culture for the organisation?
Key to the entire process is an understanding of where the business is at the current time. When you really want move the culture on it can be frustrating to have to stop and measure your current cultural level but unless you do so then any measures which you subsequently put in place may be well off the mark. By using a mixture of qualitative and quantitative measurements you will not only gain an understanding of your current culture but also will start to appreciate what changes you will need to make to design the future.
Then it’s simply a question of taking the initial findings, sitting down and working out what strategy values and attributes you want to see in the reformed company. We will review this area in more depth in a future article.