Would you let a doctor operate on you
without doing an examination first?
Organisations need a fast, objective overview of the human capital in the company, so that proper and necessary decisions can be made.
- Adi Agnatius
What’s very often frustrating is that, in many cases, your culture seemed to be just fine. You were attracting the best talent, and you were beating the competitors. You had created the best organisation. So what went wrong?
One of the main challenges of an organization is that 60 - 70 % of all change fail due to lack of knowledge about human capital.
Faster and more powerful changes lead to changes in the strategy and adaptations in the organization.
Employee attitudes can make or break your business.
Today strategy is often based on surroundings alone. The people who are going to implement the strategy are often forgotten.
Culture tells us how to respond to an unprecedented service request. It tells us whether to risk telling our bosses about our new ideas, and whether to surface or hide problems. We make hundreds of decisions on our own every day, and culture is our guide.
Culture tells us what to do when the CEO isn’t in the room, which is of course most of the time.”
- Francis Frey & Anne Morriss
From Edgar H Schein´s model of Culture.
Low trust =
low speed & high cost
High trust =
high speed & low cost
Those who focus on trust get better results than those who focus on results
Trust is maybe the most important part of a culture.
“Passion is individualistic. It can energize us but also isolate us, because my passion isn’t yours. By contrast, purpose is something we can share.
It can knit groups together.”
Dan & Chip Heath from Power of Moment
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