Company Culture: the 8c's of Cultural Competitveness in Business
Company Culture: Defining Business Culture
Yet despite the importance of culture within the workplace few leaders focus on identifying, creating, developing and sustaining the right culture within which great teams can succeed.
Business Culture Differentiates You
Company culture is at its core a cohesive set of beliefs embodied within a set of living values. These living values often phrased as the way we do things around here, have to be lived by everyone within the organisation. That life comes from and is sustained at the top of the organisation, its leadership. What they do matters, but only if they believe it matters. The leadership team must all do it together and consistently and measure themselves and be measured by others for it to live and thrive. From remembering first names, to saying good morning, to what you wear and how you behave, culture matters most at the top.
How to assess your companies culture.
Company Cultural Competitiveness by Richard Gourlay
Looking at each element in turn here is what I think leaders need to think about in developing their company cultural competitiveness.
Company Cultural Competitiveness
From product development, marketing and sales through to its relationship structure with its customers the approach it takes is defined and determined by the culture its leadership delivers. As a business matures it can develop a competitive position, through consistency within a market, which company’s can sustain as part of its cultural approach to how they defend their market position.
Like an Olympic athlete, you see them perform at the top level, only because they have worked hard (with real raw talent as a start point) to get themselves there. The basics of what they do, the discipline to get up at 4am every day for years so that they can run heats and make the finals and still be able to excel is all because they have the core competency to get that far. The same is true in companies; great companies have their culture built upon core competencies, which they can rely upon to put them where they need to be to perform when they need to at the highest level.
The third element of corporate collectiveness is in sharing responsibility for the actions of the company. Taking collective responsibility for customer satisfaction is the most common experience which leadership teams can measure within the culture of a company, how you can measure your cultural collectiveness.
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