Culture is not about employee happiness, how an organization feels, or about employee morale. Culture isn’t casual dress or foosball tables. Culture is multi-dimensional and interconnected. Culture is unique and complicated because people are unique and complicated.
My admiration for Challenger brands—brands that look squarely in the eyes of the incumbents, the Goliaths of a category, and say “There is a better way and here it is”—stems from a discipline and devotion to their Purpose that isn’t swayed by fashion, trend or whim. They remain focused on the reason their founders began the company to start with.
There’s a silent power within your organization that’s quietly moulding the patterns of behavior that will determine your culture. A survey probably won’t detect it, but identifying and shifting it will have a significant impact on performance. We’re not talking about values or behaviors here, but something far less universal and more specific to individual organizations. The dominant, but tacit, influencer that has the capacity to both limit and liberate a business: our shared organizational beliefs.
According to Josh Bersin, demographic upheaval coupled with digital technology has greatly contributed to a rapid increase in the rate of change. This accelerated rate is, in turn, leading to new social contracts and business considerations. Bersin is responsible for long-term strategy at Bersin by Deloitte and is frequently published in Forbes.com and Chief Learning Officer magazine. He cites an MIT study revealing that 90% of CEOs said their company is experiencing disruption. Ninety percent! Given these turbulent times, the conversation about culture is more relevant than ever.