The people who spend more for quality, influence their friends and networks and remain fiercely brand-loyal. Every category is being affected by a new wave of interest in living longer, eating better, and demanding more. The pursuit of an active healthy lifestyle is changing the loyalty equation for millions of customers worldwide, and if […]
https://www.strategydriven.com/wp-content/uploads/MarcWilliams.jpg375300StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2016-09-30 10:00:112016-09-25 17:56:00Looking to communicate with your best consumers?
In identifying organizationally shared values and beliefs, there are several common misperceptions that result in an invalid understanding of the actual corporate culture. These misinterpretations should be guarded against as cultural understanding serves as a foundation for many of management’s decisions.
Although work-life balance policies are meant to acknowledge the realities faced by dual earner families, existing workplace norms often stigmatize the use of such policies. While employers have started to offer several policies that facilitate better work-life balance, there is scant evidence that they are helping organisations foster a healthier work-life culture. There is also […]
When evaluating an organization’s culture, it is important to understand that variations likely exist vertically among personnel levels and horizontally across divisions, departments, and workgroups. Consequently, it’s important to establish the degree of alignment between the various organizational levels and business units to the cultural characteristics being evaluated in order to fully understand the cultural adaptation and adherence within the organization.
An organization’s culture – its commonly shared values and beliefs – is both highly complex and interrelated. As such, no one cultural artifact should be used in isolation to describe an organization’s culture and each artifact contributes differently to the painting of the overall culture picture. Objectively viewing the collection of cultural artifacts and identifying their individual contribution significance is critically important to developing an accurate understanding of the organization’s culture.
Your department just made a catastrophic blunder that cost your company money and reputational equity. How do you recover? By the time two of my direct reports walked into my office one evening everyone else had gone home, which was just what the pair had in mind. The news they carried was so bad, […]
Any discussion about leadership effectiveness would have to include the idea of emotional intelligence (EI). The research is consistent and clear: leaders with high EI are more effective and leaders with low EI get stuck or even derail. I think of emotional intelligence occurring in 3 dimensions: Power (height), Heart (width) and Knowing or Mindfulness […]
https://www.strategydriven.com/wp-content/uploads/SamAlibrando.jpg19461494StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2016-08-24 10:00:072016-08-20 18:33:17The Three Dimensions of Emotionally Intelligent Leaders: Finding the Balance of Power, Heart & Mindfulness
While many organizations publish value statements, they tend to be rather general and lofty, indistinguishable for those of most other organizations. Other organizations have no values statement at all. Either circumstance makes it difficult for cultural analysts to divine where on the each value’s spectrum the organization resides and to ascertain the alignment between individual organizational groups to the values because of this lack of definition specificity.
The firm hand of culture drives what, how, and why work gets done. Consequently, attempts to change established policies, processes, or practices will meet with a degree of cultural resistance. Therefore, the challenge for leaders becomes how to effectively implement needed change in spite of this resistance; especially if the foundational tenants of the organization’s culture must be preserved.
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Corporate Cultures – Driving and Anchoring Cultural Change
/in Corporate Cultures, Premium/by Nathan IvesBusiness leaders often talk about changing their organization’s culture… but what does that really mean?
Looking to communicate with your best consumers?
/in Business Communications/by Marc WilliamsThe people who spend more for quality, influence their friends and networks and remain fiercely brand-loyal. Every category is being affected by a new wave of interest in living longer, eating better, and demanding more. The pursuit of an active healthy lifestyle is changing the loyalty equation for millions of customers worldwide, and if […]
Corporate Cultures – Common Cultural Evaluation Misperceptions
/in Corporate Cultures, Premium/by Nathan IvesIn identifying organizationally shared values and beliefs, there are several common misperceptions that result in an invalid understanding of the actual corporate culture. These misinterpretations should be guarded against as cultural understanding serves as a foundation for many of management’s decisions.
Building a positive work-life culture
/in Corporate Cultures/by Shainaz FirfirayAlthough work-life balance policies are meant to acknowledge the realities faced by dual earner families, existing workplace norms often stigmatize the use of such policies. While employers have started to offer several policies that facilitate better work-life balance, there is scant evidence that they are helping organisations foster a healthier work-life culture. There is also […]
Organizational Accountability – Evaluating Organizational Culture, part 3
/in Corporate Cultures, Organizational Accountability, Premium/by Nathan IvesWhen evaluating an organization’s culture, it is important to understand that variations likely exist vertically among personnel levels and horizontally across divisions, departments, and workgroups. Consequently, it’s important to establish the degree of alignment between the various organizational levels and business units to the cultural characteristics being evaluated in order to fully understand the cultural adaptation and adherence within the organization.
Organizational Accountability – Evaluating Organizational Culture, part 2
/in Corporate Cultures, Organizational Accountability, Premium/by Nathan IvesAn organization’s culture – its commonly shared values and beliefs – is both highly complex and interrelated. As such, no one cultural artifact should be used in isolation to describe an organization’s culture and each artifact contributes differently to the painting of the overall culture picture. Objectively viewing the collection of cultural artifacts and identifying their individual contribution significance is critically important to developing an accurate understanding of the organization’s culture.
Overcoming Catastrophe
/in Management & Leadership/by Greg WallaceYour department just made a catastrophic blunder that cost your company money and reputational equity. How do you recover? By the time two of my direct reports walked into my office one evening everyone else had gone home, which was just what the pair had in mind. The news they carried was so bad, […]
The Three Dimensions of Emotionally Intelligent Leaders: Finding the Balance of Power, Heart & Mindfulness
/in Management & Leadership/by Sam AlibrandoAny discussion about leadership effectiveness would have to include the idea of emotional intelligence (EI). The research is consistent and clear: leaders with high EI are more effective and leaders with low EI get stuck or even derail. I think of emotional intelligence occurring in 3 dimensions: Power (height), Heart (width) and Knowing or Mindfulness […]
Corporate Cultures – Identifying Your Organization’s Real Values
/in Corporate Cultures, Premium/by Nathan IvesWhile many organizations publish value statements, they tend to be rather general and lofty, indistinguishable for those of most other organizations. Other organizations have no values statement at all. Either circumstance makes it difficult for cultural analysts to divine where on the each value’s spectrum the organization resides and to ascertain the alignment between individual organizational groups to the values because of this lack of definition specificity.
Corporate Cultures – Overcoming Cultural Resistance to Change
/in Change Management, Corporate Cultures, Management & Leadership, Premium/by Nathan IvesThe firm hand of culture drives what, how, and why work gets done. Consequently, attempts to change established policies, processes, or practices will meet with a degree of cultural resistance. Therefore, the challenge for leaders becomes how to effectively implement needed change in spite of this resistance; especially if the foundational tenants of the organization’s culture must be preserved.