Expect the Unexpected: How Leaders Can Evolve Their Organizational Culture in Turbulent Times

Historicamente, muitos líderes empresariais tentaram gerenciar o inesperado, concentrando seus esforços em planos de contingência, que normalmente descrevem informações como a cascata de comunicação de liderança, ações de TI e continuidade de negócios. A pandemia COVID-19 ilustrou que, embora esses planos possam ser adequados para lidar com a interrupção a curto prazo, eles não fornecem um roteiro de longo prazo para navegar em mudanças ambientais ou da indústria turbulentas. A magnitude e os impactos inesperados do clima atual são maiores que os planos de contingência tradicionais podem acomodar. Além das mudanças de processo de emergência e dos recursos aumentados, os líderes empresariais precisam transformar rapidamente suas culturas organizacionais. Enquanto a maioria das organizações não enfrenta desafios Nessa escala regularmente, existem lições culturais interessantes para aprender com essa experiência. Para abordar as mudanças tectônicas que tantas empresas confrontam, das empresas de ciências da vida que acomodam novos paradigmas de tratamento mais personalizados para os profissionais de saúde que mudam para oferecer cuidados em novos contextos alternativos, os líderes devem priorizar a transformação cultural e os que se aproximam de MOMETS3ST3. Transformação cultural

COVID-19 forced organizations and employees to adapt to a significantly more distributed workforce, virtual work arrangements and a departure from conventional social connections. While most organizations will not face challenges on this scale regularly, there are interesting cultural lessons to learn from this experience.

Effectively redefining an organization’s culture sets up teams to thrive during any period of uncertainty. To address the tectonic shifts that so many businesses confront, from life sciences firms accommodating new, more personalized treatment paradigms to healthcare providers’ shift toward delivering care across new alternative settings, leaders must prioritize cultural transformation and focus on the change leadership skills that are critical during moments of disruption.

Os líderes são frequentemente valorizados e pressionados a tomar decisões rápidas. Mas mesmo em tempos turbulentos, é fundamental entender o que você está tentando resolver antes de agir. Adaptar a cultura de uma organização em resposta a desafios externos exige que os líderes:

1. Diagnostique os atributos da sua cultura interna atual. e crenças. Essa abordagem melhorará significativamente as chances de criar mudanças culturais sustentáveis, mesmo quando o momento inicial de transformação se dissipar. Por exemplo, as organizações que reagem a uma emergência aguda de saúde precisam da capacidade de projetar rapidamente novas ofertas com base em seus negócios principais e comunicar novas maneiras de trabalhar internamente. Permitir essas mudanças exige um modelo operacional interno que possa suportar quadros culturais complicados e complexos. É improvável que as culturas que se sintam confortáveis ​​ou caóticas ajudem as pessoas dentro delas ou se sintam bem -sucedidas durante tempos incertos. Requer o nível certo de foco e atenção da liderança executiva.
2. Understand the nature and impact of the external forces compelling change.
3. Identify and acknowledge the changes that need to be made in order to be successful.
4. Plan interventions that will encourage the requisite changes in employee behavior, mindsets and beliefs.

The reality that most global business leaders face is often one of elaborate organizational systems with multiple stakeholders, multiple agendas and vast amounts of data.

Using the following framework can simplify complex organizational systems by creating a shared language everyone can use to diagnose the current culture and design a future state. This approach will significantly improve the chances of creating sustainable cultural change, even once the initial momentum of transformation dissipates.

The type of cultural evolution an organization needs typically depends on the speed of external disruptive forces and an organization’s internal capacity to adapt and thrive in a new environment. For example, organizations reacting to an acute health emergency need the ability to quickly design new offerings based on their core business and to communicate new ways of working internally. Enabling these changes demands an internal operating model that can withstand complicated and complex cultural frames. Cultures that feel comfortable or chaotic are unlikely to help the people within them be or feel successful during uncertain times.

Shifting from one cultural frame to another is not a simple task. It requires the right level of executive leadership focus and attention.

Likely trigger: New competitor or customer groups emerging

Existem muitos exemplos de empresas titulares se tornando complacentes devido à sua posição dominante no mercado. Isso geralmente ocorre quando as equipes de liderança mantêm um forte foco interno na eficiência e a preservação do status quo, mas estão menos sintonizados com mudanças sutis do mercado e novos participantes do setor-até que eles comecem a afetar materialmente a organização. Recursos principais da organização. A Netflix foi considerada muito pequena e nicho pelo conselho de sucesso, que não reconheceu os primeiros sinais de interesse no conteúdo baseado em assinatura e perdeu a oportunidade de evoluir. No seu pico em 2004, a empresa empregou aproximadamente 84.000 pessoas em todo o mundo e em 2010 eles foram forçados a pedir falência. Eficiência.

One high-profile example of this thinking is Blockbuster, which was approached by Netflix in 2000 with an offer to purchase them for $50 million — when the media newcomer saw an opportunity to blend the best of both organization’s core capabilities. Netflix was deemed too small and niche by the Blockbuster board, who had not recognized the early signs of interest in subscription-based content and missed an opportunity to evolve. At its peak in 2004 the company employed approximately 84,000 people worldwide and by 2010 they were forced to file for bankruptcy.

Once disruption begins directly influencing operations and market share, organizations must adapt their comfortable culture to embrace a much more complicated environment. Líderes precisam de uma nova abordagem, coletando dados e A experiência para ajudar a entender como o ambiente externo evoluiu, incentive conversas internas que desafiam a sabedoria atual e geram novas idéias, e talvez até realocem ou restrinjam recursos para desencadear inovação.

Provavelmente acionamento: mudança de comportamento do cliente e modelos de negócios internos

Across industries, the ways customers interact with businesses — from retail and financial services to healthcare and pharmaceutical organizations — is shifting fast. These changes will require organizations to develop new, flexible operating models that address evolving consumer preferences and needs. Leaders must emphasize the importance of funding and pursuing experiments that are “safe to fail” rather than attempting to impose a predefined course of action. They will also need to embrace ambiguity for a period of time to allow new opportunities to surface.

For instance, retail banks are continually evolving their operating models to align with customers’ expectations for greater digital access and integration with emerging fintech services. Newer online banks can deliver rapid customer service and different targeted offers to encourage customers to switch banks, directly challenging traditional financial institutions. Many incumbent banks’ models rely on building long-term customer loyalty through personal, high-touch relationships, which historically demanded an extensive physical branch presence and a suite of standard offerings.

From a cultural standpoint, banks should acknowledge higher levels of customer churn and increase their multichannel capabilities in order to attract and meet customers where they are.

Whether adapting to anticipated or unexpected change, most leaders have the strategic planning experience to design imperatives and associated activities that will guide their organizations. The greater challenge is encouraging the people throughout an organization to behave in different ways and buy in to the new business models that are necessary to survive in the short and long term. By developing a consistent way of describing cultural evolution, leaders equip employees with the information and clarity they need to reshape their individual actions and attitudes in the future.