Organisational culture is comprised of the artifacts, tacit beliefs, values, assumptions and behaviors of an organisation’s employees. This often reflects the organization’s norms and implicit understandings of operations.
It is the shared perspective of ‘how we do things around here.’ Organisational culture is a fundamental driver of performance and acts as the framework for which decisions are made, employees experience their jobs, and the overall effectiveness of the organisation.
Culture can be examined through many lenses including business profitability, employee satisfaction, customer satisfaction, quality and employee behavior.
How does your organisation operate? Examples include:
- A culture of fear, pressure, and adherence to the status quo? Or
- A transparent culture that values trust, respect, and growth?
- “Win at all costs, do what ever it takes,”
- “Put the customer first’.
Leaders are responsible to influence and shape cultures that will future proof their organisations through disruption to innovate and strive.
- Activating the 10 elements of adaptive cultures
- Understanding organisational culture and why it’s important
- Exploring the continuum of corporate culture—the good, the bad, and the ugly
- Advancing cultures through a proven framework
- Translating understanding into action and impact
- Learn the relationship between culture and performance
- Increase awareness of extraordinary versus mediocre, even toxic, cultures
- Understand the risks of not being intentional about culture
- Inspire leaders to shift into informed action
- Gain actionable insight into elements that work to advance adaptive organisational culture
Organisational culture change is a transformational change that requires effort to be persistent and dynamic.
- Board of directors: Guide the definition and development of the desired culture, ensuring that it aligns with business goals and meets the needs of all stakeholders.
- CEO and senior management team: Define the desired culture and cultivate it through leadership actions including setting objectives, strategies, and key results that prioritise culture-building; and designing the organisation and its operational processes to support and advance the company’s purpose and core values.
- Human Resources department: Design employee experiences that interpret and reinforce the desired culture. Also, implement strategies and programs that enable the rest of the organisation to fulfill their culture responsibilities, such as offering training programs that develop leader capacity for culture-building and employee engagement; and developing culture guidebooks, processes such as performance management, and systems such as rewards and recognition programs that nurture the desired culture.
- Compliance, Risk, and Ethics department: Provide input to the CEO and senior management team on the definition of the desired culture from the perspective of ethics and risk. Also, ensuring that execution on the desired culture across the organisation aligns with the company’s risk management strategies through tools such as ethics decision trees, processes such as a whistleblower program, and systems such as compliance monitoring that align with the desired culture.
- Middle managers: Deliver employee experiences that interpret and reinforce the desired culture. Also, implementing culture-building strategies, cultivating employee engagement with the desired culture, and fulfilling the culture-building responsibilities of employees.
- Employees: Provide input to the CEO and senior management team on the definition of the desired culture and culture-building programs and tactics by providing insights on how the desired culture aligns with or differs from the actual culture, customer perspectives, and employee needs and expectations. Employees should provide feedback on existing culture-building efforts and ideas for new ones. Also, creating, adhering to, and enforcing routines and norms that interpret the desired culture; and aligning their attitudes and behaviors with the desired culture.