Cultural transformation is also core to assuring an enjoyable employee experience in the workforce. It promotes organizations to evolve their company culture to achieve their strategic goals.
What is organizational culture?
Organizational cultures are described as values, attitudes, and behaviour or as a mixture of the two. In the last decades, it has been recognized that a company’s organizational culture can greatly succeed how people associate. It can also have a great deal to do with how these people communicate with each other and how they interact with upper management. A strong organizational culture can be defined as an environment that produces high-performance teams that are willing to collaborate and have high levels of personal integrity.
One of the major drivers behind creating this environment is developing open and honest lines of communication with team members. Also, it requires that leaders Donna Bates be very clear about what their expectations are for the other members of the team. One very important factor in creating good company culture recognizes certain appropriate and unacceptable behaviours. These behaviours should be communicated publicly so that the entire organization can recognize them. It is also very important to establish some rules for the employees to follow when engaged in these behaviours. The managers need to be clear about the consequences if the new employees do not observe these types of behaviours.
What is cultural transformation?
Cultural transformation is essential in businesses that aim to remain competitive. It helps companies adapt to the changing consumer preferences and boost their performance. Culture shift involves five stages: identification, strategy, implementation, assessment, and change management. Each stage is important because it affects each other and the process of change. Therefore, each stage must be given enough time, attention, resources, and flexibility to make the change effective.
Why is cultural transformation important?
This question arises, with much frequency, from both corporate and organizational leadership training and in academic discussions about organizational change. The notion that a company’s culture is an integral part of its success or failure is not new. However, the question is whether that understanding of the concept itself is well understood and whether it applies in the context of organizational change and the adoption of a long-term strategy.
There is widespread agreement that there are at least two drivers of change, namely selection and impact. Although much has been written about the aspects of selection in terms of factors like talent and fit, there is less discussion about impact, especially in relation to the impact on organizational culture. What is known is that cultural traits are at least as important a factor of selection as are skill sets or quantitative measures of organizational capability. This change, which in theory should have a relatively small effect on organizational performance, motivates much of the drive towards organizational culture change.
Another part of creating a great company culture is to ensure that all of the different values that the organization has is also embodied in the ways that the people act. People are much more likely to adhere to and value the organizational values they see than those they do not. This makes for a cohesive and workable organizational culture where all of the company’s people share the same basic values. When all people share the same values and behaviours, it is much easier for them to make the kinds of changes necessary to create a positive organizational climate that is consistent with the business’s goals and objectives.