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Thinking of culture as a “we will get to it when we have time” kind of thing, is a way to operate that is viable only for as long as the competition are of a like mind.
Change the context and you change the game. And if it changes for one, it changes for everyone. Even if you are determined to think and act as you always have – tomorrow will be different.
Faced with the need for speed, agility and the ability to attract and retain talent, what will take up much of your time in the future is a conversation about the culture you have (roots) and the culture your business needs (wings). It might not be described that way. Indeed, the word “culture” might not even come up.
Although the overwhelming majority of organisations think of culture as a “we will get to it when we have time” kind of thing, it’s a way to operate that is viable only for as long as the competition are of a like mind. The following seven examples outline why.
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This article is an extract of content © Orxestra® Inc. The download is available from the TRANSEARCH International website.
John O. Burdett is founder of Orxestra® Inc. He has extensive international experience as a senior executive. As a consultant he has worked in more than 40 countries for organisations that are household names. John has worked on organisation culture for some of the world's largest organisations. His ongoing partnership with TRANSEARCH International means that his thought leading intellectual property, in any one year, supports talent management in many hundreds of organisations around the world. Get in touch with John O. Burdett »
