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Organisational Culture - The vision at the top, the driving force can all come to nought if individuals and departments are not fully engaged with the strategy
One of the recurring themes which we encounter when we are helping organisations reset their culture is the disconnect which occurs between espoused values and reality. The leadership may have gone to great lengths to hammer out the strategy, vision and values which are designed to carry the organisation forward into the future; the web site and the annual statement may reflect those values; members of the leadership team may even be regularly quoted as they pass on their wisdom to other organisations but if the words aren’t backed up on the ground then their work is all for nothing.
When we write our articles and commentaries we try wherever possible to draw in real world examples, taking culture away from a purely theoretical model and into reality. And we are going to do so again today with an example of a change of TV, Broadband and phone provider. According to Ofcom in January 2015, overall satisfaction levels in these areas are either stable or are improving so perhaps our experience was more the exception than the rule. Nevertheless, once the highly satisfactory initial contact and sign up process was out of the way our experience can be summed up as follows:
Was this a fly-by-night company? No, this was an organisation headed by one of those who is generally held up to be an organisational culture guru, the person who in January 2015 commented in Entrepreneur that “No matter how visionary, brilliant and far-reaching a leader’s strategy might be, it can all come undone if it is not fully supported by a strong and spirited corporate culture.”
And this is the problem about corporate culture in a nutshell. The vision at the top, the driving force can all come to nought if individuals and departments are not fully engaged with the strategy. When processes and targets and bonuses are more aligned with organisational needs than with customer needs; when individuals and sub-contractors are more aligned with the ‘job’ rather than with the service; that’s when the vision fails and the reputation falters. Company culture is an ongoing, ever changing being and unless the leadership keep an eye on it on an ongoing basis then the vision just may start to cloud.