No remote working without cultural change
Can change, in other words a transformation, be managed without affecting the corporate culture?
An example: Before the pandemic, very few companies had embraced remote work. The majority had to give in, for reasons we all know, and have had people work from home.
Strictly speaking, the difference between remote work and working from home has to do with culture. It is about a conscious decision, and not about being forced by external causes, to develop the culture to make remote work effective and sustainable for people and the organization.
Therefore, we do not have to ask ourselves how to manage changes/transformations so that they do not affect the corporate culture. If a company wants to adopt remote work it´s due to a conscious decision that it wants to transform its corporate culture for it.
Finally, corporate culture is the set of principles and values that are shared and that also generate expectations in the way people interact, work and collaborate with each other.
Working in a BANI environment - what capabilities does the professional have to develop to adapt to a necessary cultural change?
2.1. Analytical and problem-solving skills
Self-organization also involves the freedom to experiment as a way of working.
Business Improvement Manager
“My idea of Agile to date has been that it helps us in project development and task management. ActioGlobal introduces Agile into organizations with a much more strategic vision. Starting with the definition of OKR by the Leadership Team, to the development of multidisciplinary teams, squads, which also define their own OKR to contribute to the same global objective. This, coupled with the synchronization of the teams and Drumbeat, strikes me as truly spectacular. A total change of approach.”
2.3. Ability to co-create with other people
2.4. People collaborating with Artificial Intelligence
The democratization of technology is going to allow us to be more creative and to collaborate with technology for practically everything we develop and decide every day.
What is the main obstacle to agility and high performance in this new era of remote work or hybrid work?
We are convinced that one of the most important roles the company must have is to ensure that people are working on things that really create value, have meaning and are transparent to everyone.
With remote work and hybrid work, all this becomes more important than ever: focus, impact over activity and radical transparency.
Radical transparency is a good antidote to the waste of time and resources in companies.
What should a professional do if he/she can no longer identify with the values of the new culture and the way of working of the company?
To that end, continuous learning helps people to embrace new professional challenges when they feel they have to. No one deserves to be trapped in a company to which they are no longer the perfect match.
Peter Drucker said „Culture eats strategy for breakfast“. But what are the responsibilities of both company and the associates to make sure that the failure of corporate culture does not impact business results?
The only question is whether that impact will happen in the short term. Often it won’t, but we are convinced that, in the medium to long run, culture has a direct influence on business results, for better or worse.
What is the responsibility of the company and the associates? Well, it´s overall, because, in the end, when we talk about culture we are talking about what happens in the company every day, about those shared values and principles that we can see in the relationship between people. And the company has a very important role to play in ensuring that these relationships are healthy, that people can work together to achieve a common purpose, that communication is transparent, and many other aspects. Therefore, both parties have to take overall responsibility.
But I repeat, there is no way to prevent the failure of a culture from impacting results, it´s only a matter of time.
To what extent do companies risk their survival if they use remote work as a way to cut costs rather than as an opportunity for cultural transformation?
After all, the algorithm of business growth is very simple. If there are associates who feel comfortable with themselves, who identify with the purpose of the organization and who feel fulfilled by working on something that really matters, we will ultimately witness a positive impact on the company’s result. If the companies will not transform their culture, they will dramatically experience the negative impact, sooner or later.
The issue is that many companies in sectors still stable live on inertia and do not immediately feel the negative impact resulting from a culture that adopts remote work solely for the purpose of cutting costs. There are many companies currently developing cultures that will impact on their survival in the next three, five or ten years.
Some of them will have a positive impact and some of them will have a very negative impact. The purpose for which you embrace remote work or hybrid work will have a lot to do with that.
What impact does a customer-centric culture management have on attracting, promoting, and retaining talent?
First of all, we have to clarify wording: Culture cannot be managed because it is not static. Right to the contrary, culture develops and improves because it evolves the relationships and common principles of a living organism, as it is the organization of humans.
However, the development of a culture implies the evolution of all the organizational systems connected to the employee lifecycle and the customer journey.
Focusing on the employee lifecycle, we refer to a life cycle that begins with the process by which we attract talent from outside our organization to join, continues with how we select those people we want to hire, how they are incorporated, followed by how we develop them, and how we facilitate them in the different stages of their professional career so that they can contribute with their talent to making the organization’s purpose and priorities a reality.
Hence, the development of culture is, first and foremost, the development of the employee life cycle. Any evolution of culture that does not include the review of these systems for attracting, promoting, and retaining talent is no evolution, but just a culture makeover that focuses on the visible effects and artifacts rather than on the real drivers of a culture
If we truly want to build a culture committed to customer satisfaction, it is impossible to develop this employee lifecycle without putting the customer at the center. To achieve this, we must move from the silos of transformation funnels to the momentum of the Phygital Flywheel cycle.