Tomorrow's Leaders Are Culture Savvy

Culture is a complex system that is only as strong as its weakest parts. Moreover, if a piece is missing it doesn't work. An engaged workforce doesn't mean you are heading in the right direction. Organisation values are essential but on their own they are not enough.

Conventional wisdom suggests that culture follows strategy. The dilemma is that in a world where strategy is persistently under attack, "the plan" has to be constantly revisited. The new dictum is culture enables strategy. What endures, what provides the platform for growth, what shapes future performance, what enables different strategic scenarios to unfold … is the organisation's culture.

The challenge, of course, is not merely to possess a strong culture but to build a business environment that shapes how people act and, at the same time, supports emerging strategic scenarios. This speaks to changing the patterns of play, measurement, the ability to shape the culture conversation, bringing middle managers on board and inspirational leadership.

Even where all the building blocks of culture are in place, if the leader in question lacks the ability to take people places they otherwise would not go, you still don't have much!

Our own research - and that of others - suggests that only 20% of organisations manage their culture. Power moves into a vacuum. If you are not managing your culture someone else is! And if those at the helm lack culture savvy take it as a given - the future of the business lies in the wrong hands.

And the difference that makes a difference: Recognise that culture is managed from the outside-in but demands leadership from the inside-out; provide structure and guidance into how to have the culture conversation; become a storyteller; measure culture and work diligently to uncover (global) best practice - then improve on it. Our species are, above all else, copying machines with an inherent desire to be better than all the rest.

Insights from "Tomorrow's Leadership Will Be Different".

Five Essential Building Blocks of Your Organisation's Story

Tomorrow's successful leader is someone who can slalom through the white water of unanticipated disruption and culture change. To that end, little is more important as a navigation aid than the organisation's story. That story has five essential building blocks:

1) Where are we headed?
2) What do we believe in?
3) What makes us special?
4) What is our brand promise?
5) How do we make a difference in people's lives?

Story is culture and culture is story. Yesterday, strategy informed culture. Moving forward, culture enables strategy. If you're not measuring culture … you're not managing it.

Insights from "Speed of Learning: The Ultimate Competitive Advantage".

Three Essential TRANSEARCH Orxestra® Webinars You Can Watch Right Now
drive.google.com (PDF)

TRANSEARCH International recently invited organisational change and culture guru Dr John O. Burdett to present a series of global webinars on the following themes:

  1. The Culture Conversation
  2. Coming Down the Mountain - It's all mindset
  3. Organization Design

For those who have already watched the webinars or participated in the live sessions, thank you for your ongoing interest in our TRANSEARCH Orxestra® series. If you haven't been able to join us or missed one of the sessions, you can read more about the webinars using the links above and watch the videos at your leisure.

Insights from "Three essential TRANSEARCH Orxestra® webinars you can watch right now" by Vladimír Polomský, Sr. Consultant, TRANSEARCH International Czech Republic & Slovakia.

Read "Three Essential TRANSEARCH Orxestra® Webinars You Can Watch Right Now" leadership insights

The Culture Conversation - 3. Why Culture Now?

The following is an edited transcript of part 3 of "The Culture Conversation" webinar by John Burdett. Read Part 2 of The Culture Conversation.

Organisations will obviously address the issue of speed through technology. And there is a whole lot of new technology coming out and emerging. In fact, if you remember 4 or 5 years ago, the newspapers and the business magazines were full of the notion that by now, by 2020, whole swathes of manufacturing and service jobs would be replaced by digitalised platforms … artificial intelligence, cobots, robots, etc.

The greatest challenge isn't access to technology, it's implementation. There is lots of technology, it's implementing that has become the problem. And what we need to do, what we are trying to do today in many instances is we are trying to force fit 21st century technology into a 20th century organisation. As a metaphor, in terms of organisation design, it is like trying to attach a rocket to a bicycle.

The culture challenge … why culture now? We literally have to 'rewire', at least in people's minds, the organisation to take advantage of emerging technology. We need to think entirely differently about organisation design.