Spending time with front line staff should be something all senior managers do. Not all the time, obviously, but frequently, wholeheartedly and with good intentions.
Yes, there will be regular reports from managers about what is going on and the odd social gathering might even unearth a few additional rumours but in order to have a full picture of your organisation, you really need to see it.
Better still, see it through the eyes of the people who work there day in, day out. In fact, in terms of the reality of relationships and their contribution to productivity and fulfilment, it’s the only view that matters.
Continue reading ‘Getting Down And Dirty With A Corporate Culture Smelling Of Roses’
Yesterday evening I was trying to help one of a group of incredibly capable postgraduates from Manchester Business School who have been working with us to refine his research questions for the next assignment in his master’s programme. Continue reading ‘Corporate Culture – I’ll just have a good one, please’
We have recently refined and published our overall 8-part characterisation of the main repeated themes we see across organisations of all shapes and sizes.
These are Corporate Culture as Fad, whereby leaders repeatedly become caught up in the latest trendy ways without seeing through anything to a worthwhile conclusion (if there is, indeed, anything useful to be taken from each of the successive fads).
Continue reading ‘Corporate Culture’s Never-Ending Journey’
Corporate culture as a foundational essential, not a later stage luxury .
Madeleine is just embarking on a major research project into what she calls SBC (Small Business Culture) and over the coming few years The Cultureship Practice will radically develop its offerings to entrepreneurs, seeking to make superior corporate culture a foundational asset to start-ups and smaller enterprises.
This brief article is her first publicly announced information on this exciting development in the area of entrepreneurship.
How big do you have to be to start thinking about organisational culture? Is it when an organisation reaches a certain turnover, or employs a certain number of staff? Or is it when, in an evolving and organic sense, there is an identifiable culture greater than the sum of its parts? And if it is, how do you spot that?
Continue reading ‘You’re Never Too Young To Start’
