I am often asked what is the most important element for long term growth and I always come back to culture.
This is link to article is from Knowledge At Wharton and it’s a discussion with Alberto Duran, founder and CEO of Mundivox Communications of Brazil. His company provides total infrastructure for new construction and is growing at 100% a year.
He realized that his biggest need right now is middle management and more specifically creating a culture that produces leaders, adapts quickly through data based decisions, and has a thriving two way communication of openness, knowledge sharing, and commitment to each other.
Shaping organizational culture is a soft skill and confounds many managers who love the hard “stuff”. It is, by definition, the collective relationship between people at an organization and like any relationship is a result of actions and words.
In an organizational context, it’s a result of things you can control (like processes, rewards, and structure) and things you cannot control (like passion, trust, and commitment). They are like the ying and yang of Chinese lore; equally strong forces that must be acknowledged and worked with. Changing a culture is a journey that requires people to be open, involved, and committed and that can be very threatening to certain types of leaders.
If you’re feeling like your culture is something that could be improved, let’s grab a coffee and have a casual conversation. I can help you understand how to analyze your talent and culture relative to your objectives and strategy and create a realistic, financially responsible, action plan.