Culture determines the attitude and behaviour all personnel in the organisation should demonstrate. An organisation’s culture is a powerful framework explaining to employees how they should behave and react to change.
In many organisation's culture is an collective pattern of behaviours, values and “unwritten rules” that have developed over time. These "rules" often change as individual managers change.
But that’s not enough in today’s competitive environment. Unwritten rules, on their own, don’t work anymore. Every organisation that wants to be truly competitive needs a clearly defined corporate culture.
Sterling Development can help to make your culture more explicit. We believe that the closer it tallies with organisational strategies and determines employee behaviour in all work activities, the more effectively your organisation can - or will be able - to compete.
Sterling Development facilitates the implementation of organisational culture change.
Measurement is the Key to Culture
Years of consulting has confirmed to us that measures shape behaviour and behaviour creates culture. Every organisation has a culture and that culture - for better or for worse - is largely determined by what its leaders have chosen to measure and to reinforce with incentives. Therefore, the choice of measurement is critical.
Stand back and consider your own organisation:
1. How many of your employees can articulate its key objectives?
2. Are measures and rewards tied to these objectives?
3. Can you see the connection between these measures and your own behaviour?
Creating organisational culture is the responsibility of leaders. Too many leaders, however, concentrate on profit and shareholder objectives. Of course, this is important BUT how do you balance short term results with longer terms aspirations of employees and stakeholders i.e. how do you balance short term gain with longer term competitive advantage?
Sterling Development suggests that all organisations that want to be competitive need a defined corporate culture. The more explicit this culture and the closer it tallies with corporate strategies, the more effectively organisations can - or will be able - to compete. We believe that strategic changes that are consistent with your organisation's culture have a high probability for successful implementation. On the other hand, if the change is incompatible with your culture, poor implementation is the likely outcome. Culture can be a formidable source of resistance or support to managing change.
What Services Does Sterling Development Provide?
We help organisations by assessing their current culture and determine which dimensions must be modified to increase the probability of successful change implementation. Culture is a complex and subjective characteristic of an organisation. Sterling Development will help ‘operationalise’ culture and will provide an initial assessment of the potential for cultural resistance.
Leadership is about developing a vision, setting strategies, defining organising structure and clarifying organisational culture. Unfortunately, many leaders forget the latter. Something is often missing and that something is a defined culture turns employees into proactive social beings by clarifying to employees what success looks like in the workplace. That something also provides stakeholders with a personal relationship upon which trust can flourish.
We help explain what leaders should do and how they should design and implement an organisational culture that has immediate impact on behaviours and results. Creating and sustaining an explicit culture is crucial for the long-term sustainability and positive stakeholder engagement. But why has culture been generally ignored? Why is it so important?
Sterling Development looks at the role of top teams and what they should do and how they should do it to implement an organisational culture to deliver better performance, better motivation and better ability to compete. We concentrate on the following steps:
Tie measures to performance management
Explain how these measures are meaningful
Make (service) quality a strategic goal
Align processes, systems and people behaviours to strategy
Train, train, train to internalise behavioural norms
Initiate senior management reviews
Align measures, rewards and recognition to everyone’s objectives
Trust: Our Most Compelling Message
Culture is a formidable source of resistance or support to organisational change. Neglected during time of plenty every business that wants to be competitive needs a clearly defined culture all employees and stakeholders understand. The more explicit the culture and the closer it tallies with business strategies, the more effectively the organisation can - or will be able - to compete.
Proactive stakeholder relationships, too, are essential where trust is to be created. Trust is, more than ever, an essential ingredient in today’s digital age. Do employees trust managers? Do customers trust organisations? Trust is created through culture, which is a personal exchange (and not only online) of knowledge through a dialogue of openness.