More than 90 % of top executives report that culture is critical to success , while only 15 % said their own corporate culture is where it needs to be .
At the core of design thinking is the act of putting the end user at the center of the equation and building your process around the customer journey .
� Step 2 : Align goals . The values and behaviors that are central to your unique culture must also be reflected by and aligned with your business strategy — with each playing off of and supporting the other through common goals . For example , a retail strategy might require an efficiency-focused culture in order to drive profits , whereas a tech start-up may need to focus on innovation and risk-taking for quick product expansion .
While strategy drives the what , when , where , how , and who of your business , culture provides the environment in which those factors thrive . Strategy speaks to process , while culture tells us how values apply to that process . Does each value expressed in your culture drive behaviors that support every directive of your strategy ? In the end , a culture that doesn ’ t share goals with your business strategy is doomed to fail .
� Step 3 : Equip for success . Leaders sometimes forget the most critical part of the culture-defining process : follow-up and support . Give your team the resources it needs to sustain its culture .
ÎÎMake the culture universal within the company by using the same language in meetings , corporate literature , and employee communications .
ÎÎInsist your team can clearly articulate the culture , as well as exhibit the ability to weigh all actions , decisions , and behaviors against it .
ÎÎHire people with the right cultural fit and implement programs to help current employees who are struggling .
ÎÎTrain your department heads to carry the message throughout everything they do .
ANSWER THESE THREE QUESTIONS TO DETERMINE IF YOUR CULTURE WILL ENDURE THE CHALLENGES OF TIME :
> Is your culture at odds with your strategy ?
Apply the directives of your culture to each of the main elements of your business strategy to ensure they match . Make certain you aren ’ t asking your team , for example , to use cheaper , environmentally unsafe materials as a cost-saving measure if your culture is one of community responsibility .
> Can your team articulate the company ’ s culture ?
Everyone should be able to clearly state main points of your culture and identify the actions and decisions that support or diminish it . Rid your cultural description of any vague terms , giving employees plenty of examples of how it applies to their work .
> Have you equipped your team ?
A culture is useless without the resources and support to back it up . Don ’ t stop at defining the culture . Make sure your leaders have the right language , executive support , and resources to implement it .
18 | SNB . COM // CONNECT CULTURE WINTER 2017