In this blog, we will explore how to create a successful company culture that is both innovative and sustainable. The key to success is finding the balance between strategy and culture.
The business culture is the mix of strategy and culture that a company has. A company’s culture can be defined as the way they view their customers, employees, and their business.
“Strategy eats culture for breakfast.”
It is debatable if Peter Drucker really stated this to Mark Fields, then-CEO of Ford Motor Company, in March 2000.
Regardless, the phrase is often used these days to highlight the significance of a company’s how rather than its why.
It’s not completely true, however, since it’s almost difficult to articulate the how that’s needed to provide it without a clear strategy—a plan that defines the why and what a company wants to accomplish.
It’s useless to place too much emphasis on culture; if founders and executives aren’t leading company development via a series of stretch but SMART goals—measurable milestones, there won’t be a business culture to manage.
Both culture and strategy are equally essential, require similar amounts of effort and development, and should be continuously invested in to guarantee your company’s success.
The most common problem I find is an over-investment in attempting to come up with the ideal plan while under-investing in creating a culture dedicated to getting the task done. It’s a perplexing scenario that creates tension and serves as an excuse for poor productivity and performance.
There is no such thing as a flawless plan, so keep it simple.
Organizations used to create 10-year strategic business plans, which may sound absurd in today’s fast-paced, technology-dominated world, but it was as absurd back then.
They were nearly invariably out of date by nine months, and the six months spent developing them were largely—and frustratingly—ineffective. It’s three years at most in today’s ever-changing environment, but you’re not receiving the full advantage of the strategic planning process unless you’re constantly evaluating your strategy against your progress so you can react to changes and opportunities.
A solid strategy—a lean business plan, in my opinion—should establish a clear and attainable goal for the next year(s), with precise milestones to track progress. Regardless of the company sector or industry, it should pique people’s interest and distinguish the firm.
Your strategic lean strategy should be straightforward, easy to understand, and based on truth and reality. It should not be focused on quick fixes or impossible initiatives, but rather on medium to long-term risky investments that transform the company into something stronger and more robust than before.
Regularly evaluating your strategy—comparing your predictions and plans to what is really happening—is an important element of developing a successful strategy. Examine new risks and possibilities (attempt a SWOT analysis) that may need you to make fast decisions.
It’s impossible to create a flawless plan, but it is feasible to create one that is impractical. There is no passion without reality. There is no activity without passion. 
Cultures change in response to strategic problems.
Action is taken as a result of a group consensus on how individuals should collaborate. Only the team members alone have the authority to create this agreement.
A company of consultants, marketing or branding agency, or the senior management team cannot establish a strong, functioning culture on their own. The senior management team, on the other hand, may show their dedication to culture by dedicating a part of the strategy document—the lean business plan—to its definition and development.
This dedication to fostering a positive culture may be shown in a variety of ways. Richard Branson’s dedication is characterized by empathy and a sense of humour. Elon Musk’s commitment is one of taking risks and setting lofty objectives. Steve Jobs was all about quality and going above and beyond.
In fact, your company’s culture must have elements of all of these principles, as well as polite humanistic conduct and empathic communication, so that your employees feel appreciated, heard, and able to give critical feedback.
The need of humanism and emotional intelligence in the workplace has never been greater. According to a recent study of millennials, the mission of a business (what it stands for) is more significant than money when evaluating employment offers.
Workplace culture is the responsibility of everyone who is a part of it, and it takes time and effort to get it properly. Teams need time to get to know one another in order to develop a vision and set of values that define the kind of people they want to be and the future state they want to co-create.
This necessitates the team agreeing on a set of behaviors—the ways in which people will collaborate and communicate—as well as a commitment to make time for innovation in order to guarantee that the culture is adaptable enough to meet the difficulties that the strategy may provide.
Once established, your company’s culture will need to be infused with fresh ideas, enthusiasm, and individuals who are willing to question it on a regular basis. People must also keep each other responsible for their agreements, actively coaching or managing out those who want to undermine or disrupt it.
Without the ability to develop and grow the how of culture, the why and what of strategy would never be realized, perhaps resulting in many people going hungry.
The scaling culture in fast-growing companies is a topic that has been discussed by many. It is important to have the right mix of strategy and culture to grow your business.
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