We are living in extraordinary times – volatile, uncertain, complex, ambiguous.
The pace of change will never be this slow again.
In the service sector, many traditional approaches are no longer relevant and there is a new business agenda emerging.
We are living in an age of hyper change and massive disruption, what Daniel Pink calls “The Conceptual Age” stating that the future “belongs to a different kind of person with a different kind of mind”: a new breed of knowledge workers, who know how to be, think and act differently within the context of an agile innovation culture.
When it comes to the complex topic of culture, all you can do is hope. In my experience with some of the largest companies in their respective industries, hope is the flawed strategy most commonly deployed.
Do you fully understand your culture and how it’s impacting performance? Are you managing a clear journey to effectively evolve your culture with a direct and sustainable impact on performance? There aren’t many leaders that can confidently answer “yes” to these two questions. We see culture tips and advice at every turn that range from superficial to endlessly complicated. If you are like me, it’s hard to understand what to believe.
Can we blame people for judging companies on their culture?
We all spend such a high proportion of our lives at the office nowadays — it’s unsurprising that we care about our working environment. Most conversations on culture inevitably end up on perks. Which companies provide free lunch? Which offer gym memberships? Which gives you the best ‘stuff’?
Perks are great, (my table tennis has gone from strength to strength since joining Beamery), but they’re not the best way to attract talent.
Inevitably, there will always be a different company that can offer better ‘stuff’ — it’s not worth trying to compete.
The trick is creating an awesome working environment that makes your team excited to come to work—day in, day out. This is what candidates really care about.