Leading Organizational Change with Culture

In his article “Leading Organisational Change with Culture” Derek Bradley, Strategy Guru from The Corporation, explores the reason that company culture is a primary driver for organisational performance. He argues that many managers, for better or for worse, let culture emerge without much involvement. For various reasons, they believe that it is too ambiguous to consider its value.

He states that there are desirable and undesirable behaviours in the workplace that is trying to become ‘more responsive’ to new market conditions where the rules of success have changes. He continues that there are a handful of cultural traits that crop up with regularity when looking at success, responsive organisations.

Ingredients of a responsive culture

  • Visionary over growth agenda – profit driven organisations are going to struggle to retain top talent and motivate its people in the long-term. Responsive organisations care more about their vision than their profit margins.
  • Open over closed systems – complete transparency about organisational performance in every sense creates ownership and responsibility among employees.
  • Non-hierarchical over hierarchical communication – junior people should be expected to challenge senior people.
  • Individual over team performance – if individual performance norms and incentives are successfully embedded in an organisation, then hierarchy and processes will not be restrictive on the achievement of good performance. Employees start to think like business owners.
  • Small bets over loss aversion – all companies have a bias towards loss aversion. However, by denying themselves a spread of small bets, they tend to put all their efforts into big-bet investments that typically underperform. Meanwhile, the market has moved on.
  • Adaptive workplace over adaptive employees – good ideas tend not to emerge from a single moment of focus, but are more a product of fluidity. Creating a space where fluidity of information and ideas is the most productive environment for brilliance.

What brilliance Bradley provides by taking the principles of the evolution of culture and breaking them down into bite sized chunks. Alone, each of his points has merit, but together they define brilliance. The trick is now how to translate this into practical and tactical implementation something that Adcurata is passionate about.

Review by Lindsay Dubock CEO Adcurata

responsive organisation, comapny culture, cultural change, translating culture

More recent news