In Star Trek The Next Generation, the relentless Borg collective travelled through space to assimilate various civilisations into the single Borg collective. “Resistance is Futile” was the answer to cries of defiance by the civilisations being assimilated. Similarly, the march of technology is doing the same to our own civilisation, breaking all norms and borders towards enveloping the world. Perhaps what is important is having the resilience to cope with the changes being brought by technology, and being able to adapt quickly.
We’ve seen that the world we know today will change significantly, disrupted even. What is uncertain is the pace and the scale of the changes. We will need to move forward and aim to make it better for all of us in this world. Best we get ready.
Organisation culture is quite hard to define.
Many seem to agree that organisation culture refers to the organisations’ values, beliefs, habits and how it interacts with different peoples or stakeholders.
Those are certainly some of the dimensions of organisation culture. But are there any others? What about how the culture is incentivised, i.e. its motivations? What about its speed of action, its urgency? Any others?
Would it be fair to explore organisation culture in the following dimensions (and are they the right dimensions)?
- habits, customs and norms
- interactions with others
- motivations and incentives
- speed of action
- dealing with problems
I would like to discuss and explore these further. Only once we understand what is organisation culture, only then can we determine how we understand what creates this culture, so we can work with it, or even “re-boot” it.
So feel free to comment below, or even tweet me.
Amongst many things, Google is also well known for its creatively designed office and work spaces. The logic behind the colourful and playful design is to create environments that can nurture creativity and innovation within the people that work in these places. Google is acknowledged as one of the most innovative companies in the past decade or so with a variety of products and services that are significantly impacting and changing our lives.
This is quite a common trait of many tech companies too. And similarly these companies also adopt conditions that are designed to encourage creativity and innovation.
Of course, such conditions are not only confined to office space design. Values, management practices, and leadership play equally big roles.
I believe that environment shapes culture, and in the case of Google and the likes, how much do you think the office and work space design (colourful and playful) contribute towards the respective organisation’s innovative culture?
Management is in need of a major rethink.
We live in a volatile, uncertain, complex and ambiguous (“VUCA”) world – where we have very little ability to control or predict what will happen in our near future. This reality is also true in organisations that rely on knowledge, information and ideas, as opposed to activities that rely on a production line system. Unless you work on the factory floor, or some form of production line – chances are you will be dealing with quite an amount of VUCA.
For some time management has been aiming at trying to control, predict and eliminate the VUCA, but it is a losing battle. VUCA is the reality, and no amount of management can eliminate it. After all, you can never really predict nor forecast the future now can you?
Management as we know it was invented at the time of the Industrial Revolution whereby, human capital was just seen as tools in a production line created in order to make widgets at scale, faster and more efficiently. Industrial Age management emphasised control, conformity, predictability and efficiency.
In many situations today, such production lines are increasingly automated or outsourced to cheaper locations. What many organisations have left to do is to respond to the changing customer demands and technology disruptions, amongst many other changes. Unfortunately, management still employs processes and practices that were created for the production line in a futile aim of controlling and predicting outcomes.
Let me correct the last statement a little. Management can still to some extent control and predict outcomes – only if it aims to stay within a very narrow range with near to zero risk of variance. But this results in stagnation and in worst cases, doom.
Management has been slow to adapt to the fast pace of development as well as the increasing VUCA we face in our businesses and economies on a daily basis.
Organisations must evolve to the changing environment. This is true. But management will need to stop trying to control and predict outcomes. Instead, management will need to quickly sense and adapt to the changing environment in order to deliver the best outcomes.
This is why management will need to move away from “command and control” towards a model that empowers and inspires the best out of people. This is because, people are organic and are very adaptable to changing environments. People respond to environment changes quickly. So management will need to harness this ability effectively.
It is in this context, that I sought out management ideas to help guide our way. Through a colleague, I first stumbled on the Beyond Budgeting Roundtable. Subsequently, I discovered other materials and I would recommend a few books that can shed some light into how management should rethink itself in this context of VUCA.