How corporate culture supports strategy execution
It is an axiomatic fact that strategy execution and corporate culture play a remarkable role in the attainment of organizational success. From the chronological point of view, it can be argued that the significance of corporate culture emerges in between strategy formulation and strategy execution. Organizational strategy can be in fact properly developed on paper, but whether this is not also appropriately executed with great or sufficient precision it is hardly imaginable that an employer might ever be able to successfully point in the right direction and achieve its scope, that is to say successfully pursue its intended strategy. The most effective and appropriate KPI to asses corporate culture can be hence identified with its capability to support organizational strategy and more in particular its consistent and successful execution.
The values, beliefs, behaviour and “the way we do things around here” fostered within a business by an employer in that considered crucial to the attainment of its objectives clearly vary from organization to organization. The fact each company has a different corporate culture peculiar to this and only this should indeed represent the distinctive characteristic of each organization, somewhat of its DNA. In the unlikely event of two or more organizations fostering exactly the same type of culture, nonetheless, even remarkable differences between these are likely to emerge by reason of its different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive this proves to be of strategy execution. To be deemed appropriate and coherent with the employer’s wants and expectations an organization’s culture essentially needs to ease and favour the effectual strategy implementation process.
Every business founder concentrates and focuses his/her efforts on fostering and promoting a type of culture peculiar to his/her organization so as to enabling this to achieve competitive advantage. Notwithstanding, it can be identified some features and components, which whether properly underpin corporate culture, should contribute to considerably increase employers chances to successfully implement their strategy.
Readiness to change
The speed change occurs in the exogenous environment habitually requires employers to introduce changes into their organizations at the same pace. The fact that employees may oppose and resist change, albeit this is necessary for their organization to stay afloat and remain competitive in the relevant market, and the delay in its implementation this habitually entails are likely to have a remarkably negative impact on strategy implementation.
Individual readiness to change should be hence considered as one of the main underpinning pillars of corporate culture and should be invariably inspired by concepts like dynamism, energy, adaptability and innovation. The metaphor of the organization as a chameleon might prove to be effective to properly convey the message. This species of lizards has adapted to live in trees and developed the ability to change the colour of their skin to match their surroundings and escape predators’ attention (though this theory has been relatively recently opposed by some scientists who sustain that the change of the colour of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining competitive edge is crucially important, as chameleons these should aim at constantly growing throughout their lives. Being informed of what occurs in the external environment and about their competitors’ moves is clearly of pivotal importance, too; as chameleons, hence, organizations should be able to simultaneously look at two different directions with a 360-degree view and promptly focus on what they see.
How corporate culture supports strategy execution
http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html
It is an axiomatic fact that strategy execution and corporate culture play a remarkable role in the attainment of organizational success. From the chronological point of view, it can be argued that the significance of corporate culture emerges in between strategy formulation and strategy execution. Organizational strategy can be in fact properly developed on paper, but whether this is not also appropriately executed with great or sufficient precision it is hardly imaginable that an employer might ever be able to successfully point in the right direction and achieve its scope, that is to say successfully pursue its intended strategy. The most effective and appropriate KPI to asses corporate culture can be hence identified with its capability to support organizational strategy and more in particular its consistent and successful execution.
The values, beliefs, behaviour and “the way we do things around here” fostered within a business by an employer in that considered crucial to the attainment of its objectives clearly vary from organization to organization. The fact each company has a different corporate culture peculiar to this and only this should indeed represent the distinctive characteristic of each organization, somewhat of its DNA. In the unlikely event of two or more organizations fostering exactly the same type of culture, nonetheless, even remarkable differences between these are likely to emerge by reason of its different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive this proves to be of strategy execution. To be deemed appropriate and coherent with the employer’s wants and expectations an organization’s culture essentially needs to ease and favour the effectual strategy implementation process.
Every business founder concentrates and focuses his/her efforts on fostering and promoting a type of culture peculiar to his/her organization so as to enabling this to achieve competitive advantage. Notwithstanding, it can be identified some features and components, which whether properly underpin corporate culture, should contribute to considerably increase employers chances to successfully implement their strategy.
Readiness to change
The speed change occurs in the exogenous environment habitually requires employers to introduce changes into their organizations at the same pace. The fact that employees may oppose and resist change, albeit this is necessary for their organization to stay afloat and remain competitive in the relevant market, and the delay in its implementation this habitually entails are likely to have a remarkably negative impact on strategy implementation.
Individual readiness to change should be hence considered as one of the main underpinning pillars of corporate culture and should be invariably inspired by concepts like dynamism, energy, adaptability and innovation. The metaphor of the organization as a chameleon might prove to be effective to properly convey the message. This species of lizards has adapted to live in trees and developed the ability to change the colour of their skin to match their surroundings and escape predators’ attention (though this theory has been relatively recently opposed by some scientists who sustain that the change of the colour of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining competitive edge is crucially important, as chameleons these should aim at constantly growing throughout their lives. Being informed of what occurs in the external environment and about their competitors’ moves is clearly of pivotal importance, too; as chameleons, hence, organizations should be able to simultaneously look at two different directions with a 360-degree view and promptly focus on what they see.
How corporate culture supports strategy execution
http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html