Manage the Culture or Get Run Over by It

Research has shown a growing perception among executives about the importance of Corporate Culture, even greater than Strategy. Other signs of this emphasis are the huge number of books currently available on the topic, and Google returning almost 11 million search results. The main motivations for this in the business world could be:
1. Engage all the employees in the mission and values, for greater collaboration and productivity;
2- Equip the front line team for quick and effective response to customers, in an ever challenging and competitive business environment;
3- Increase appeal for generation Y professionals, who seek identification and purpose in work;
4- Change the game with resilience and innovation, in the face of crises and the disruptive market.

Corporate culture can be perceived by the way people think and act in the company, based on established formal and informal beliefs, and is naturally inherited from the founders. Murals and posters on the walls cannot define culture, but mostly the everyday experiences do it, influenced by example that comes from the leadership. By the way, almost all companies have their mission published, however most of their people are not able to recite it.

If you are looking for very different results and/or understand that your business needs a significant change of direction, it is inevitable having to change the organizational culture. It is the leadership responsibility to manage the organizational culture for desired results, and not end up being run over by it.

Neuromanagement

There has been great evolution in the knowledge of brain functioning in the last two decades, facilitating access to information and technologies related to Neuroscience. With this, it has proliferated professional areas and technical approaches with the associated neuro term, such as neuromarketing, neuroeducation, neurosales, etc. Not surprisingly, there is a natural fascination in the discovery of this organ that practically controls every experience of the human being.

In the field of Management, with subjects such as communication, resource mobilization, planning, decision making and problem solving, the activities involve people. And studies now prove that people perform better in connected, collaborative environments where trust prevails. Learning and behavioral change, which are fundamental practices for management, have also gained new insights to avoid pitfalls and to maximize positive results.

In short, the modern manager should know Neuroscience in some way, to select and work productively with people, in a social and business context with changes accelerated by technology. New challenge in an already complex environment, but it brings a great opportunity to develop high performing intelligent companies.

Is your Operating Model defined?

All business idea, no matter how good it is, can only make a difference when put into practice, and so demonstrating its ability to generate value. There are many ways of combining resources and organizing their productive relation, considering human and technological competencies, internally only or integrated with third parties. This arrangement is called Operating Model, as the result of an exercise of structuring options to run the business efficiently and sustainably. With the Operating Model defined, leaders can promote an active collaboration among business participants, based on a shared vision of the working processes involved, for an optimized execution.

#operatingmodel

The power of connection

Promoting healthy relationships in the work environment through collaborative values and a set of meetings, with clarity of shared objectives and means for syncronization, conflict resolution, and collective learning, is fundamental to face crises. The power of connection among people who make up the business contributes with positive attitudes and reinforce the company ability to overcome huge challenges. They are the neural pathways of an intelligent organization!