It sometimes feels that no matter what you do in terms of strategy, nothing really changes?
If so perhaps Peter Drucker’s question ‘ Does Culture eat Strategy for Breakfast?’ might give an insight into what is getting in the way, to understand why it might feel that the organisation is facing in a different direction from the senior team.
Culture permeates through organisations creating the ‘feel’ of an organisation, affecting how things are done. Often it is multilayered and different cultures coexisting within one organisation.
If culture has such power what can you do to limit its impact?
There are thousands of different theories about organisational culture and the factors which will align your culture to your strategic objectives. As fascinating as these theories are they often don’t offer the practical help to allow you to address your cultural issues.
We have found that four key factors that when addressed can make a significant difference:
Every individual has personal preferences, this includes the leaders in your organisation. When performing their leadership function they will favour those leadership activities and behaviours with which they feel most comfortable avoiding those which are on the edge or totally outside their comfort zone.
If the culture of your organisation is at odds with your strategic objectives, starting with your leadership team enables you to assess whether the leadership activities which will make the most difference are being performed. Which these are will vary dependent upon what you are trying to change and the make up of your leadership team.
Examining your leadership approach will give you a framework within which to develop your team.
The accepted way of doing things effectively becomes your organisational behaviours. Changing behaviour is like breaking a habit. Anyone who has given up smoking or some other addiction knows how difficult that can be.
Attitude is the biggest challenge to changing behaviour.
So how do you tackle attitude?
But consider how well your managers are equipped to manage behavioural performance? Start by defining the behaviours that you want to see, with examples of positive and negative indicators, so there is a common understanding of these desired behaviours, then manage against them.
Do they have the right knowledge skills and attitude to be able to do this?
Organisational structures often evolve rather than be designed.
When they work effectively supporting the strategic objectives no one really notices. When they don’t they can become a major obstacle.
Reviewing whether your structure is fit for purpose can make a significant difference.
Following on from the other factors, ensuring that
you are measuring the right things will enable you to encourage the right behaviours to deliver the results you need.
We all know from performance measures in schools and hospitals, if you measure the wrong things you will encourage behaviours which will undermine the bigger picture.
Identifying the right performance measures is the start, but you also need to equip your managers with the skills knowledge and attitudes to manage staff effectively. Easy enough when the performance measures are being achieved not always so easy when they are not.
Athena professional can help you to ensure that rather than your culture eating strategy for breakfast it becomes the magic ingredient that makes your strategy a Michelin starred full english!.