[vc_row][vc_column][vc_row_inner][vc_column_inner width=”1/2″][vc_column_text][/vc_column_text][/vc_column_inner][vc_column_inner width=”1/2″][vc_column_text] What is culture? Culture is a difficult term to define. According to Hofstede (1994), Culture is the collective programming of the mind which distinguishes members of one group of people from another. Everyone has their own culture, even businesses too. Culture can be taught, inherited, or communicated from one generation to another. It can also evolve flexibly and autonomously in response to changing opportunities and demands. [/vc_column_text][/vc_column_inner][/vc_row_inner][vc_column_text] Corporate Culture All companies have a culture (some know it, some don’t), but not all companies have a strategic culture. Corporate or organisational culture includes shared beliefs, norms, and values within the organisation. Culture is the tacit social order of an organisation: It shapes attitudes and behaviours in wide-ranging and durable ways. It is an incredibly powerful factor in the organisation’s long term success. To better understand our corporate culture we first have to answer these 2 questions: Who we are and how we operate. Culture should fluidly blend the intentions of top leaders with the knowledge and experiences of frontline employees. Culture and leadership are inextricably linked. To maximise the value of culture, leaders need to first become fully aware of how it works and how to minimise its risks. According to the Harvard Business Review, there are eight distinct culture styles, and these are: [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width=”1/2″][vc_column_text][/vc_column_text][/vc_column][vc_column width=”1/2″][vc_column_text] This list was studied and refined by researchers at Spencer Stuart. These styles fit into the cultural framework and each style has its advantages and disadvantages. The culture of an organisation can be defined by the absolute and relevant strengths of each of the eight styles and by the degree of employee agreement on which styles characterise their organisation. Leaders often set new cultures in motion and imprint values and assumptions that persevere for decades. As time passes, leaders can also shape culture through both conscious and unconscious actions. The infographic on the left shows ratings of different styles of culture practised in different organisations. Results and caring appear at the top, demonstrating that most organisations build their culture on achievements and relationships and very few build their culture on fun and excitement. Aligning culture with strategy Strategy offers a formal logic for the company’s goals and orients people around them. Culture must ripple through every act of policy and business strategy. A strategy that is at odds with a company’s culture is doomed. [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_column_text] “Culture eats strategy for breakfast.” — Peter Drucker To successfully manage change, it is necessary to…...