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Vol 30 - No 07 - November 2004 Creating and Shaping a Performance Driven Culture Philip Atkinson contends that if the leaders of businesses devoted only a faction of the time to creating and sustaining a strong business culture as they commit to fire-fighting, reworking and fixing things after they have gone wrong, more organisations would be making achieving results and, importantly, enjoying the process. This article addresses how management teams can measure, design, shape and create a culture that causes performance to happen.” This a follow on article from that published in the July/August issue ‘Control’. The culture of your business can facilitate the speedy achievement of your business plan and can be the major cause of your success. The careful design and shaping of your corporate culture should be the driving force enabling results to happen. It stands to reason that successful organisations focus their attention on creating the culture that will generate the desired outcomes. This is what should be the norm for all businesses, yet too many either fail to see the need to develop the ‘culture’ or have little idea how this could be achieved. In the majority of cases, the typical business culture that evolves is a largely matter of accident or luck. In many instances, the ‘culture’ may not fit the corporate plan or the company’s commercial intentions. It may even be counter to the needs of and the demands on your business! It is not unusual to witness a culture that is driving customers away simply because it is too internally, rather than externally, focused. Culture is the responsibility of the management or leadership team. It is within their control. Related Topics:
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