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The Importance of Leadership in Cultivating Company Culture
Oceanic Pharmachem Private Limited (OPPL) believes that the best way to cultivate and reinforce a strong company culture is to lead with behaviors and take actions that promote its importance. An organizational culture is defined by how people inside the organization interact with each other. Culture is learned behavior—it's not a by-product of operations. Organizational culture is created by people's actions; not the other way around.
Challenges in Changing Organizational Culture
The behavior of leaders drives the kind of culture the organization ends up with. But this is also why changing an existing culture can be so difficult. It's not easy to change a company culture because it involves changing how people behave. If a company has been doing something a certain way for a long time, it can be hard to get everyone on board with doing it differently, which includes the organizational leaders. It's easy to think that building a culture is about the behaviors of the employees, not how the leaders act. Culture change can only begin when leaders start to model the behavior they want the organization to emulate.
Creating a Customer-Focused Culture
When an organization's top executives decide that their culture needs to become more "customer-focused," they have to create an enterprise-wide agenda. These leaders have to devote time to discussing how they can improve their customers' experience. They have to actually spend time out in the field, visiting customers, fielding calls, and making strategic changes. If these executives prioritize customer focus in their behavior, only then will the rest of the organization follow suit.
Fostering an Innovative Culture
The current industry buzzword, an "innovative" culture, is a product of the behaviors that are embraced throughout the organization. One of those elements is a willingness to have open and frank discussions about what separates great ideas from bad ones. Being innovative also involves accepting failure. By accepting and even celebrating a failed effort, innovation is promoted. Innovation is brought about by rewarding hard work, as an experience is created that can be learned from and built upon.
Innovative culture can be a hard concept for traditionally run companies to follow through if they are used to measuring objective outcomes and results. They might think that failing is not something to celebrate; it's to be punished. So, it's no surprise that innovation stalls at such organizations as a result.
The Role of Leaders in Building an Innovative Culture
Building an innovative culture starts by reviewing leader behaviors toward those trying to innovate. The same is true about any kind of culture: It all begins with the behavior of leaders. To put it in perspective, if organizations are interested in changing their culture, the first step should be to look in the mirror and make sure that the top leaders are setting the kind of behavioral example which everyone else is expected to follow.
From India, Mumbai
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4The Importance of Leadership in Cultivating Company Culture
Oceanic Pharmachem Private Limited (OPPL) believes that the best way to cultivate and reinforce a strong company culture is to lead with behaviors and take actions that promote its importance. An organizational culture is defined by how people inside the organization interact with each other. Culture is learned behavior—it's not a by-product of operations. Organizational culture is created by people's actions; not the other way around.
Challenges in Changing Organizational Culture
The behavior of leaders drives the kind of culture the organization ends up with. But this is also why changing an existing culture can be so difficult. It's not easy to change a company culture because it involves changing how people behave. If a company has been doing something a certain way for a long time, it can be hard to get everyone on board with doing it differently, which includes the organizational leaders. It's easy to think that building a culture is about the behaviors of the employees, not how the leaders act. Culture change can only begin when leaders start to model the behavior they want the organization to emulate.
Creating a Customer-Focused Culture
When an organization's top executives decide that their culture needs to become more "customer-focused," they have to create an enterprise-wide agenda. These leaders have to devote time to discussing how they can improve their customers' experience. They have to actually spend time out in the field, visiting customers, fielding calls, and making strategic changes. If these executives prioritize customer focus in their behavior, only then will the rest of the organization follow suit.
Fostering an Innovative Culture
The current industry buzzword, an "innovative" culture, is a product of the behaviors that are embraced throughout the organization. One of those elements is a willingness to have open and frank discussions about what separates great ideas from bad ones. Being innovative also involves accepting failure. By accepting and even celebrating a failed effort, innovation is promoted. Innovation is brought about by rewarding hard work, as an experience is created that can be learned from and built upon.
Innovative culture can be a hard concept for traditionally run companies to follow through if they are used to measuring objective outcomes and results. They might think that failing is not something to celebrate; it's to be punished. So, it's no surprise that innovation stalls at such organizations as a result.
The Role of Leaders in Building an Innovative Culture
Building an innovative culture starts by reviewing leader behaviors toward those trying to innovate. The same is true about any kind of culture: It all begins with the behavior of leaders. To put it in perspective, if organizations are interested in changing their culture, the first step should be to look in the mirror and make sure that the top leaders are setting the kind of behavioral example which everyone else is expected to follow.
From India, Mumbai
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Dear vp_hmlsd,
Good contents. It could have been presented even better if you had split the content into more paragraphs. Culture, as you rightly pointed out, is top-driven. People tend to follow the actions of their leaders rather than just their words. Inertia often hinders innovation; a change in mindset at the top is necessary for others to follow suit.
Thanks for sharing,
V. Raghunathan
Chennai
From India
Acknowledge(0)Amend(0)
Good contents. It could have been presented even better if you had split the content into more paragraphs. Culture, as you rightly pointed out, is top-driven. People tend to follow the actions of their leaders rather than just their words. Inertia often hinders innovation; a change in mindset at the top is necessary for others to follow suit.
Thanks for sharing,
V. Raghunathan
Chennai
From India
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