When helping businesses develop healthy, fit-for-purpose cultures, I often get asked whether the organisation should develop a “top-down” global culture plan or let local entities develop their own plans. My answer? It depends.
Building a culture plan sits at the core of how you transform organisational cultures. Without a plan, it’s like shooting in the dark: you sort of know where you want to go, but you have no idea how to get there. Most organisations are familiar with building annual plans for infrastructure, IT, people, strategy and operations. However, when it comes to culture, few businesses are used to develop effective plans.
We’ve all been part of great teams and not-so-great teams. But have you ever stopped to think at what makes a team great or not? Here’s my take on it.
Twenty years ago, branding was still new and organisations were reluctant to spend any money on it. Today, every organisation has a budget for its brand. Everyone is clear that the brand of a business is critical to its success.
Staff turnover is healthy. You want new blood, new thinking, new approaches to make your business better and richer. But at the same time, you don’t want your staff to leave quickly, because this means losing knowledge and experience, without mentioning the pain and the cost of recruiting.