Culture...hmmm!
Simon Gibson
Changing Work, Learning & Culture | Transformational People & Talent Leader | Chief Learning Officer | Future of Work, Skills & Careers | Advisory Board Member
Culture - noun. "the ideas, customs, and social behaviour of a particular people or society."
It seems at the moment that everywhere I turn and look I can't stop reading about culture, what is it, how it works, how it doesn't work, how to re-build it, how to break it.... In our profession I'm fascinated by how the "magic-dust" that is culture can be such a gigantic influence on how an organisation grows or even stays afloat in this volatile time of work (as a side is it volatile or just the new normal?..)
I get the usual blurb about how it takes time to build, evolve or even change culture (not going to start talking about Banks again I promise?!) but how does that ring true when the models and supporting "consulting services" are in my opinion, generally a little dated. I'm not attacking the HR/Development function but a large number of preferred organisational design models are the best part of 30 plus years old. Not right or wrong but you wouldn't suggest a Commodore 64 (please Google if not familiar with this tech!) as the new PC of choice for your organisation would you ?...
On my current journey exploring and working with different organisations and complexity a couple of points continue to ring true. Nothing ground breaking or amazingly insightful to some but it's bugging me so I'm getting it off my chest!
1. Don't ignore the past - there might be smarter, slicker ways of moving forward but don't forget what got you here. There will be some valuable lessons on why certain decisions were made and where "Power" sits. Find it, use it and learn from the past. Just don't get stuck there.
2. Informal vs. Formal Structure - linked to the previous point, power doesn't always mean relevant status in an organisation. The real "power" can often be hidden in the organisation and not known until things need to change. Be careful want you mess about with as making certain decisions could have huge implications that you thought were fine based on the formal structure. Take your time, listen, listen, ask, listen and ask again.
3. Speed - everything takes time - fact. However making smart, brave choices in regards to culture can have a massive impact on the timing of the desired changes. If you are aiming for the moon, taking people there straight away might be a step to far but taking them across the road on the way to moon could be an appropriate step and at the right speed, in the right direction. Learn fast, see what went well and see if you can take a bigger jump next time and the next time and the next time....maybe the organisation is ok with speed and moving quicker. Who is holding who back?
Looking forward to hearing and learning more about Culture and what it had for breakfast soon!
Freelance Skipper | Powerboat Instructor | Marine VHF (SRC) Assessor | MCA / RYA Commercially Endorsed Yachtmaster Offshore (Sail) | MCA / RYA Commercially Endorsed Advanced Powerboat
8 年Thanks for sharing your thoughts Simon. It's always interesting to see companies quickly applying processes as a way to 'change' culture, without focussing on the people and the behaviours. Talking, listening and finding the key influencers, both formal and informal will make the journey a lot easier.
Associate Partner, HR and Talent Transformation at IBM
8 年Great article Simon...getting the right diagnostic and understanding key area of 'power' in the organisation are crucial to harnessing/creating the culture you need. It ain't easy...