Culture Can Make or Mar an Organization

organization culture

“Culture eats strategy for breakfast and so don’t leave it unattended”, a phrase originated by Peter Ducker and made popular by Mark Fields is an absolute truth of today. There’s no other statement as profound as this in underscoring the importance of culture in an organization.

We at Naman recognize the immense value organizational culture holds and hence we stay sensitive to its role. Therefore, we naturally take all our interventions and cultural context into consideration while designing effective solutions.

How to Account for & Influence Organization Culture?

Culture has been variedly defined and understood. To us it is, simply what the organization believes and the way it conducts itself. It is the underbelly of any organization that subtly and at times visibly demonstrates itself through – the way it transacts its business, the manner in which employees in the organization behave, the way systems and processes are designed and more than anything the path it chooses during crisis and change.

Accordingly, an organization’s culture comprises an interlocking set of goals, values, processes, roles, attitudes, communication-practices, and assumptions. It is important to ensure that your organization’s culture is headed in the right direction and has the resilience to adapt to the changing realities, be it internal or external.

While this is easier said than done, Naman with its intimate hands-on exposure on organizational transformation through cultural transition, have enabled organizations to successfully navigate and reach their ‘El Dorado’.

organization culture

Make the Most out of Your Organization Culture

Naman overtime has evolved its own methodology and tools to diagnose culture. By partnering with you, Naman can help you bring in the desired change so your organization can earn the best dividends. While there are varied aspects of such interventions, the following are some of the more common ones:
  • Evolving and assimilating VMV (Vision, Mission, Values) compass
  • Creating accountability and performance culture
  • Sensitizing on quality as a way of life
  • Ushering in collaborative working and leveraging team capability
  • Addressing competing needs to create organization focus
  • Enhancing creativity and innovation
  • Building a leadership pipeline for creating leadership bank at different levels
  • Creating customer centricity and market reach
  • Unleashing human potential and enhancing overall engagement

Naman’s Framework in Creating Architecture for Organization Culture

organization culture

With our professionally trained and Certified Organization Development interventionists and our fund of knowledge of business organizations, we deep dive into client organization specific situation and thereafter co-create the intervention.

At every stage, we seek to drive the change intervention through internal Change Agents carefully identified for the purpose. They serve as our torchbearers in successfully implementing change, closely hand-held by our experts. This also enables us to closely watch the outcome of implementation, aiding us in the process of course correction and evolving remedial measures in real time.

The Organizational Development Intervention leading to Culture Change can be specific to one area or a combination of areas, depending on the diagnosis and the desire of the organization. Accordingly, in terms of the time, it spreads over a couple of months to a couple of years and function/level-specific to the organization as a whole.

Highlights

Certified OD Specialists
on-board

In-house expert Consultants
for system design & implementation

Our Approach

Our approach brings together a robust engagement process that goes
through various stages of implementation:

  • Stage 1: Discovery

    Appreciating and internalizing the organization’s situation, its needs and expectations. Securing the organization’s partnership through the Process Owners and Steering Committee.

  • Stage 2: Diagnosis

    Evolving appropriate diagnostic tools for situation-scan and developing insights through other data collection approaches like Leadership Interactions, FGDs (Focused Group Discussions), Face to Face Interviews, gleaning through past records and more. Analyzing and zeroing down on areas of concern.

  • Stage 3: Identification of Action Areas

    Sharing of findings with the client organization and jointly evolving areas for intervention. Designing customized initiatives with involvement of internal Change Agents that best fit the current and the foreseeable needs of the organization.

  • Stage 4: Delivery

    Implementing the planned initiatives with Change Agents to co-create the desired future, with regular monitoring and course correction.

  • Stage 5: Evaluation

    Capturing progress of implementation in meeting the intended changes and measuring the impact of the intervention.

  • Stage 6: Institutionalizing

    Creating mechanisms for the sustenance of intended changes and creating capability in the client organization for effective transition from the consultant to the client.

Develop an effective organizational culture to make your organization more engaged, competitive, innovative, collaborative, agile, efficient, and productive. Let Naman design your culture change interventions.

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Client Success Stories

FAQs

How organizational culture impacts employees?

Company culture has a profound appeal. It has everything to do with how employees, existing or prospective, perceive your organization. Positive company culture is powerful, and its areas of impact are in

  • Reducing turnover
  • Inspiring employees to be more productive and enhances their morale.
  • Improving engagement
  • Delivering a unique employee experience
  • Making your employees feel more connected
  • Developing leaders
  • Leading continuous change
  • Fostering teamwork and creativity
  • Attracting and retaining good talent

How can corporate culture be managed?

Culture may seem like an intangible concept, but it can be managed. Some of the ways it can be managed are 1:1 interactions alignment of incentive systems and consistent communication.

What’s the difference between employee engagement and culture?

  • Although the terms ‘culture’ and ‘employee engagement’ are often used interchangeably and involve an employee’s relationship with their workplace, they are different.
  • Employee engagement emphasizes on how the employees feel. However, culture is more about employees’ beliefs and how they act.
  • Engagement is volatile and can fluctuate, but culture is deep-rooted and hence slow to change. The strength of the culture predicts how engaged the employee is.
  • If employees are highly aligned to the values, beliefs, behaviours and incentives that influence how they act in the workplace, they are more productive and less affected by social friction, which indirectly leads to higher employee engagement.

Isn't changing an organization's culture is a long and difficult process?

Many believe that it takes years for organizational culture change to take place, but that’s not true. With the right approach, culture can be changed within a year.

Consider a culture includes these two sets:

  • Values, feelings, attitudes, beliefs
  • Behaviours, taboos, practices, habits, rituals

 

If you attempt to change the culture by dictating values, you are on a long, frustrating journey. Because it’s increasingly difficult to teach people how to feel or what to value. However, if you attempt a behavioural approach, you are more successful and can implement culture change quicker. Because behaviours are tangible, easy to teach, model and measure.

You can bring about rapid culture changes by creating clear and actionable principles, implementing a strong culture change management program to teach and reinforce desired behaviours.

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