Sustainable company culture and attitude
We develop sustainable company cultures by working on the attitude of our employees. For us, the sum of all attitudes and the resulting behavior results in a culture.
Working on attitudes requires orientation. In one way or another, a company that talks about cultural change has to think about the future.
Company culture and the right to exist
Do products and services need a corporate culture? Do employees need a corporate culture?
Do employees influence the quality of products and services? Does the quality of products and services influence the company result?
Depending on how you answer, you may or may not want to read on.
If we deal with corporate cultures, we look at how people talk and work with each other and under what conditions this work takes place.
If you are serious about cultural change, here are some questions:
- which corporate culture is good for your company's success?
- What and who benefits from the present company culture?
- What support is given to the task of influencing culture in hierarchies?
- How patient and persistent are you in bringing about transformation?
- What is your budget for influencing culture?
- How courageously and consistently do you act when people oppose the desired change aloud or in secret?
Your answers, your culture.
If we work on cultures and attitudes, we first look for things that - in the sense of the desired change - can be influenced easily and with very little money, and generate a noticeable difference. From then on, the work can go straight uphill, or in a zigzag course, or radiate out from islands throughout the organization. In time, employees are faced with a gradually increasing transformational challenge:
- from perceptible to visible
- from This-looks-okay to demanding reflections
- from I-can-do-this once-or-twice to Hey-I-have-to-change-my-behaviour
- from Am-I-right-here? to This-is-now-much-better-for-me.
Success and Resistance
In our experience the path of least resistance is the most promising for a transformation process. And we go about it with a great deal of ingenuity, both because those who are supposed to change should have a positive and constructive approach, and will possibly enjoy the shifts in attitudes, and because the more benevolent allies or followers there are, the easier and faster will things change.
In addition to employees, corporate cultures also affect suppliers, customers, potential employees, investors, the media and the general public. It may be easier to get these people excited about your company with an attractive, contemporary organizational culture.
Services - people - quality - attitude - ingenuity.......
All these terms and many more are interwoven. But believing we know which parameter in linear causality has led to our corporate success is tantamount to fortune telling. Constant work on all influencing factors is a prudent path towards a good reputation—and maybe lasting success!