With more and more organisations giving employees the opportunity to work remotely each year, one of the topics I am frequently asked about is regarding how culture management operates in a virtual environment.
There’s a silent power within your organisation that’s quietly moulding the patterns of behaviour 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 behaviours here, but something far less universal and more specific to individual organisations. The dominant, but tacit, influencer that has the capacity to both limit and liberate a business: our shared organisational beliefs.
When I ask teams of executives if they can identify the business imperatives for culture in their organisation, one thing that is often mentioned is agility. "We need to become a lot more agile or flexible as an organisation."
More and more organisations want to be in a position to quickly respond to market changes, be the first to implement new ideas, or simply reduce bureaucracy. This question of agility appeals to all – small, medium and large organisations.
Read our latest 'Culture Change: Reads of the week' blog, which includes some key predictions for 2017, lessons on trust, and more...
2016 was quite a year. Here in Brazil, there have been many comments over the last few weeks along the lines of “is 2016 over yet?” and “2017 can’t come any sooner!”. Now that January is here, the talk is that 2016 “is a year to be forgotten”.