Measuring the Performance of Virtuous Organizations

Culture U Measure

This is the third in a series of blogs about virtuous organizations — businesses where employees model the highest aspirations of human kind. In this series, authors Graham Williams and Gerald Wagner draw on examples and insights from around the world — Brazil, USA, India, Netherlands, New Zealand, Pakistan, Thailand, and Turkey. Readers may be pleasantly surprised by how many virtuous companies already exist! The series addresses what makes these virtuous organizations tick and what practices they have in common, telling compelling stories about the power of positivity. While everyone is likely to enjoy these case studies, organizational leaders in a position to affect culture change are likely to benefit most.

It Takes Strategic Sacrifice to Trash Complexity

strategic sacrifice

In business, there’s a prevailing belief amongst leaders that “doing more and more” is the only way to increase sales and profit. It is an easy notion to nod to because inherent in the assumption is a paradigm – the belief that additional activity such as new brand introductions or entry into a new markets or geographies bring incremental rewards. And, in many cases this is true. But there’s a downside, a nasty one. “Doing more and more” can create cultures of complexity, and left unchecked, complexity stifles, stagnates, and eventually brings organizations to their knees.

Meritocracy and Culture

CultureU meritocracy

All cultures have their blind spots, those commonly-held beliefs that become so ingrained no one bothers to challenge their truth. One of the most common blind spots I see in my work might be called the meritocratic presumption. For many senior executives, their own success confirms the essentially meritocratic nature of their enterprises, proof positive that cream rises to the top.

8 Ways to Effectively Communicate Your Culture to Your People

Articulate your Culture

Culture is the single most important factor in organizational success or failure. It tells employees how to behave, how to do their jobs and how “things are done around here.” But would your employees, middle-management and executives all describe your culture the same way?