Values OS

Legendary management Guru, the late Peter Drucker famously quipped ‘Culture eats strategy for breakfast’. Well, at least this quote is attributed to him. Now many people are questioning does culture actually eat strategy for breakfast or lunch! Only because they are taking the statement in its literal sense and assuming that this means that strategy is lesser important than culture. I do not think Drucker or anyone who actually said that, meant it that way. So let’s understand how these two are related.

 Typically, strategy gets articulated at the highest levels in any organization (Board /MD / CEO / Leadership Team, etc.). However, bulk of the implementation is tasked to the middle management layer. These days, across industries and sectors, this layer is being called the ‘Frozen Middle’! It’s the ‘tyre’ that many middle-aged people develop in the middle part of their bodies! Sad, but very often true. It is this layer that is largely responsible to make that statement about culture and strategy true. As we all know culture in any organization is (or should I say should be) closely related, linked and aligned to the Values espoused.

Nurtured properly, a healthy culture will reinforce the articulated Values and the specific behaviors that leaders expect from all employees. But if inertia prevails thanks to this frozen middle, these Values will remain on paper and won’t get translated and communicated correctly and hence reflect in the culture of the organization. So, what needs to be done?

First thing that needs to be done is de-mystify your Values to your employees. Make them well known, remove the aura and the halo around them. Make the lowest denominator in your organization understand what each of those values mean to them. Give small, little, simple explanations for each of your value and communicate the same to all.

Second thing that needs to be done is to dis-intermediate the process of communication of the same to your employees. Cut out this flab, this frozen middle, this tyre from the values communication and culture building process, if it so required. Democratize this communication. Easier said then done? Here’s what you can do.

We recommend creation of what we call ‘Value Champions’. Identify such ‘Value Champions’ from each function / department / location across levels in your organization. Demonstrate clearly, how these Champions have lived any of the Values you have in the recent past. Make this relatable to all employees so that they do not get intimidated by the Values and think these things are relevant and valid only for the seniors or experts. Let them realize they are as relevant to them as to anyone else and it’s not exceedingly difficult to imbibe these Values. Let a large number of employees say – hey, if she/he can be a Champion, so can I! You need to get your employees invested and not just engaged in this concept.

 Third and perhaps the most important thing that you need to do is treat your Values as your Organization’s Operating System (OS). Exactly like what we have on our devices. An OS works invisibly in the background to connect your apps and help you get things done. You also expect it to be regularly updated with enhancements, performance improvements, and new features. The same is true for company Values and culture. The operating system needs to be updated to ensure that it’s staying current to where the company is and where it’s going! One myth that we have is Values and hence culture is cast in stone and hence cannot change. Yes and no. Yes in terms of broad contours of the same, that need not necessarily fundamentally change. No in terms of the above analogy. Core will remain same, its manifestation, interpretation must keep up with the changing times. Let that remain agile, else that middle fatty tyre will quickly develop and drag the entire organization. Now who wants that to happen?

Going back to the Drucker statement where we started from, by taking these three steps, we can ensure our strategy and its implementation doesn’t get derailed by our culture!