2018 is a World Cup year. This year, 32 teams from all over the world will be competing to be the World Champions, a feat achievable once in every four years.
In our real world – we are facing similar competition on a daily basis. We just don’t treat it like the World Cup, but we should. Every day, the global economy sees competition. The strongest, or the fastest, or the most innovative, or the most adaptable are the ones that win. This competition is not just about economies, but also ideologies, businesses, jobs, talent etc. With a fast-changing world, the competition gets even more frenetic. Adaptability and ability to move fast become increasingly the desired trait. What is relevant for us ordinary people is how we can sustain our living in this fast-changing environment? Continue reading “In order to be globally competitive, we need to start opening ourselves more to the world.”
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.