Hill &. Jones, (2001) defined it as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."
Given that definition it is easy to see why Culture is so important, and why positive, cooperative and supportive cultures offer better chances of success than negative, political, self interested ones!
Other words people use for culture are: "the glue", "the way we do things", "the heart of our company", "how we work together", "our mojo", "our biggest competitive advantage", "our rules and norms", "those things that guide our behaviour"...
The Zone uses Values as a way to align and 'unlock' the potential of an organisations culture. Values of course are not ALL that culture is, so it is important to make sure that people and customer processes also support your desired culture - and most importantly that leadership, brand, culture and customer experience all line up. We support and guide you through this process.
Has anyone quantified the importance of culture?
There are lots of studies that show how important culture is for organisational performance and today there is little argument by experts that culture and performance are linked.
A 2003 Harvard Business School study reported that culture has a significant impact on an organization’s long-term economic performance. The study examined the management practices at 160 organizations over ten years and found that culture can enhance performance or prove detrimental to performance. Books by management gurus such as Collins and Poras, Kotter and studies by consulting firm McKinsey all point to the positive impact of culture on performance.
Actual results vary from study to study, with some showing a 10-15% increase in performance with some as high as 30%. They measures used include EBITDA, staff turnover, safety record, innovation, time to market and employee engagement.
How do you start?
We recommend you start at the top. Without top level engagement and commitment culture change programmes don't work and don't survive. It is not another management fad, it is at the heart of your organisation, it is your glue and your mojo.
Typically the process will take a couple of years to embed into your DNA and even longer to become a real organisational habit.
The MacLeod report provides an interesting and informative start and focuses on Employee Engagement - the outcome of a great culture (and often used interchangeably).
Think of it like moving to a healthier lifestyle - diet, exercise, work-life balance, family, friends, study, relaxation, travel - it is a multi-faced journey. It won't always go smoothly, it will seem hard at the start, but the end result is worth it - not only for you but everyone around you. Finally your change will often inspire others too - what better in life than being a role model, or a role model organisation!
Our client and friend for over 10 years. An advocate, challenger and role model.
It has been a roller-coaster for all who knew Grahame to have him pass so quickly. One day running a marathon for charity, the next at death's door and then passing through.
A special ordinary man who was an inspiration to 1000's inside and outside Vodafone. A visionary and an inspired leader who believed in our work and took it to new places.
"I am a simple baker who became a leader because I believe in people".
Brand is the most overused and most misunderstood word in the last 5 years. The dreaded 'B' word! It sends shivers down creative's backs and sends young marketeers rushing into Borders to research missing chapters. Every company large and small thinks they are a brand and that by using that word as leverage, the tills will starts ringing. Unfortunately it's only the tills at Borders that are opening and closing with repetitive aplomb. Branding is a word too commonly referred to by advertisers and marketing people alike, but what does it actually mean? How can you get it? And most importantly; how will it benefit your business?
Let's first get one thing clear - a brand is not your logo or your tagline. Those are important tools you use to express your brand. That is Mechanical Branding - but not the brand itself.
A brand is a unified, singular understanding of what your organisation or company is about and how it is unique from the key audiences' points of view. In English - it's why a potential client or employee would choose you over your competitor. What makes you stand out from the rest? What's it like to do business with you? It is you standing up, hand on heart and making a promise. And then keeping that promise. In a nutshell a brand is nothing but a promise of consistency delivered through communication. This is where a brand culture comes in to play.
To deliver the promise of consistency there has to be a structure and a culture that everyone in your organisation or company buys into and agrees that it defines their actions and business momentum. This has to be bought into from the top to the bottom, from the CEO to the Receptionist, from the way the telephone is answered, the music on the answer phone, the production of the company brochure, the articles you write on blogs, and so on and so on. It is a repetitive consistent delivery of information and communication that defines the company's creed and promotes the core values.
This creed is the cornerstone of the brand proposition and should be the anchor to business development. Great brand culture is a like a franchise, it is easy to replicate and roll out because everyone knows what it is and how to implement it. And in doing so with repetitive consistency the world sees your brand promise as a true unshaken deliverable, therefore promoting truth and confidence in the brand, whether that is a product, company or service.
So why do most companies need a Brand Culture? Well if you don't implement one, how do you know what you stand for? And if you don't know the how can the rest of the outside world buy into a company that doesn't know who or what it is? Marketing isn't rocket science, despite the huge section in Borders informing you so. People do business with people, or we certainly like to think we do. People buy into confidence and what is projected; it makes the purchase and decision less risky or flawed. A well-defined Brand Culture that is well implemented and communicated delivers a solid business platform in which someone will make decisions based on what is known. After all business is all about getting someone to purchase a product or a service based on information delivered. A brand culture is ultimately a persona with a promise. If you don’t have that, then how can you expect someone to buy off you?
So next time you're pass through your office and you hear a phone unanswered for a dozen or so rings, think what message or signal that has left to the person on the other end? Next time you go to a meeting, look at the other person's shoes, are they clean? Are they polished? If they are not, what does that say about the person and the company he represents. If he can't take care of a small detail like that will he care as much for your business?
We are what we present, and what we present is what others will define us by. We buy into a culture and the brand persona on so many different levels. But large or small, multi-national or a sole trader we ultimately make a promise that has to be projected clearly, believed and finally delivered in a variety of communication channels whether it's print, web, mechanical or human.
Berry Burgess: Managing Director of Armadillo Creative