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 a chronological point of view, it can be argued that the significance of corporate culture emerges between strategy formulation and strategy execution. An organizational strategy can indeed be properly developed on paper, but if it 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 assess corporate culture can hence be identified with its capability to support organizational strategy and, more particularly, its consistent and successful execution.
The values, beliefs, behavior, and "the way we do things around here" fostered within a business by an employer, considered crucial to the attainment of its objectives, clearly vary from organization to organization. The fact that each company has a different corporate culture peculiar to itself should indeed represent the distinctive characteristic of each organization, somewhat like 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 due to their different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive it proves to be for strategy execution. To be deemed appropriate and coherent with the employer's wants and expectations, an organization's culture essentially needs to ease and favor 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 to enable it to achieve a competitive advantage. Notwithstanding, some features and components can be identified, which, if they properly underpin corporate culture, should contribute to considerably increasing employers' chances to successfully implement their strategy.
Readiness to Change
The speed at which 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 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 hence be considered one of the main underpinning pillars of corporate culture and should invariably be inspired by concepts like dynamism, energy, adaptability, and innovation. The metaphor of the organization as a chameleon might prove effective in properly conveying the message. This species of lizards has adapted to live in trees and developed the ability to change the color 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 in the color of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining a competitive edge is crucially important, like chameleons, they 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; like chameleons, hence, organizations should be able to simultaneously look in two different directions with a 360-degree view and promptly focus on what they see.
http://rosariolongo.blogspot.com/201...-strategy.html
It is an axiomatic fact that strategy execution and corporate culture play a remarkable role in the attainment of organizational success. From a chronological point of view, it can be argued that the significance of corporate culture emerges between strategy formulation and strategy execution. An organizational strategy can indeed be properly developed on paper, but if it 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 assess corporate culture can hence be identified with its capability to support organizational strategy and, more particularly, its consistent and successful execution.
The values, beliefs, behavior, and "the way we do things around here" fostered within a business by an employer, considered crucial to the attainment of its objectives, clearly vary from organization to organization. The fact that each company has a different corporate culture peculiar to itself should indeed represent the distinctive characteristic of each organization, somewhat like 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 due to their different execution.
It can be very pragmatically concluded that the efficacy of corporate culture sorely depends on how helpful and supportive it proves to be for strategy execution. To be deemed appropriate and coherent with the employer's wants and expectations, an organization's culture essentially needs to ease and favor 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 to enable it to achieve a competitive advantage. Notwithstanding, some features and components can be identified, which, if they properly underpin corporate culture, should contribute to considerably increasing employers' chances to successfully implement their strategy.
Readiness to Change
The speed at which 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 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 hence be considered one of the main underpinning pillars of corporate culture and should invariably be inspired by concepts like dynamism, energy, adaptability, and innovation. The metaphor of the organization as a chameleon might prove effective in properly conveying the message. This species of lizards has adapted to live in trees and developed the ability to change the color 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 in the color of their skin is rather used by these reptiles to communicate and control their body temperature). Since for modern organizations gaining and maintaining a competitive edge is crucially important, like chameleons, they 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; like chameleons, hence, organizations should be able to simultaneously look in two different directions with a 360-degree view and promptly focus on what they see.
http://rosariolongo.blogspot.com/201...-strategy.html