Archive for January 17, 2014

Creating, adjusting or correcting business cultures


Culture reflects the values to live by and work towards.

Culture can be one of the most misunderstood elements in an organisation, as it can work effectively as a massive engine, aligning efforts or work against the organisation with a multitude of sub-cultures moving in many directions.

The devastating result is noticed when a culture displays unruly behaviour that maims, torments, manipulates or just breaks the code of ethics that define the company. What is worse is when bad behaviour can continue to define all those that accept or ignore it, to see it get worse with time.

If the culture does not reflect maturity it is broken, even if it is not evident. As the minority can set and run the culture to control what could be unscrupulous practices. A sign of corruption that may be well-disguised until someone gets hurt.

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Building better models for productivity, growth and sustainability


Improved productivity=advanced maturity +best innovative model.

Productivity, Growth and Sustainability are not mutually exclusive as the organisations maturity cannot be realised without every associated element supporting related goals. Some organisations can evolve in their productivity when all the respective elements, e.g. security support their endeavours. But those that have reached their structural capability plateau a new business model is needed to strive towards new horizons or even be able to conceptualise anything beyond their current goals.

Anything less may reflect new forms of procrastination, as low ambition levels of productivity continue to be rationalised as acceptable. Quality circles and continuous improvement have their limitations in organisations where innovation becomes complacent or depleted. Maturity is not static, as innovative business models help to shed limitations that restrict our ability adapt to future opportunities.

Productivity reviews seem to be constrained by their own limitations, unable to look beyond the scope of existing practices. Opportunities exist in raising standards and lifting visions, goals and thus maturity of the respective organisation. Cost cutting improvements only impact the long term situation as moral, vision, and key resources are impacted. A negative spiral can form that affects the long term direction of the organisation as it gradually inhibits innovation, creativity and the dynamic environment that can thrive on openness.

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