When a petrochemical giant recently acquired an energy upstart, there were several integration challenges. One of them arose in their disparate talent management practices. The latter encouraged independent thinking to spawn creativity, while the former focuses on processes to ensure uniformity in practices. The acquired company slowly started losing its identity, but alongside also its unique productivity, which made it an attractive proposition in the first place. The acquirer thus now faced a critical juncture in evaluating its corporate culture. The realization dawned that for different levels of success, a different set of practices would be desirable. Neither does copying culture works. So, Google’s famous work culture may not be replicable elsewhere. One has to find one’s own cultural strengths. An inventory must be made of one’s business culture.

Source:https://www.strategy-business.com/article/You-cant-benchmark-culture?gko=4e9e7

Uploaded Date:15 May 2019

A number of companies want to change their corporate culture, so start off by altering their mission and vision statements. Unsurprisingly, this has not been seen as effective, as quite often the statements do not translate in to real action. Thus, some lessons have been identified on the smooth incorporation of changes to the corporate culture. First of all, the changes cannot be made from the outside. So, the leadership needs to have people who are the fixers, or the insiders. The corporate strategy document remains merely so, without hands- on interference. A lot of companies end up not living up to the values stated on the documents. So, merely having them on these documents is no sign of eventual execution. A lot of programmes are initiated on the sur- of- the- moment when the decisions are made. While these programmes may be effective for a start, they are often doomed to failure, thanks to the employees’ assumptions, that those won’t remain permanent.

Source:https://www.strategy-business.com/blog/Want-to-change-corporate-culture-Focus-on-actions?gko=2ab70

Uploaded Date:11 May 2019

The reaction to major corporate scandals has been predictable and consistent. Whether it involves Enron, Citibank or World com, the reaction has always been to go very heavy on regulation and corporate governance. As a result of this, big crimes get averted, but everyday unethical practices continue unabated. Such petty acts are far more common, than the big headline- making ones. A lot of this is due to particular situations arising, and not because of unethical employees or deliberate decisions. A mismatch is often created between the corporate strategy that the firm intends on executing, and the way employees view work. Many are often confronted when asked to declare if there were any conflicts of interest.

Source:https://hbr.org/2019/03/companies-need-to-pay-more-attention-to-everyday-unethical-behavior

Uploaded Date:26/03/2019

The company Costco has become almost the goal standard when it comes to its cultural and talent management practices. This has led to the company becoming the second largest retailer worldwide. Its employees operate from the company’s seven- hundred plus stores worldwide. There are more than two- hundred thousand employees and a companywide growth rate at nearly thirteen percent. There have been reverses along the way, such as its misadventures in the Midwest during the 1980s. The company firmly believes in focusing inward. The cultural changes, transformations and practices need to be brought along from the factory floor on upwards. This empowers the people in charge, and also helps in tracking the changes in tastes and preferences.

Source:http://mitsloan.mit.edu/ideas-made-to-matter/how-costcos-obsession-culture-drove-success?utm_source=mitsloantwitter&utm_medium=social&utm_campaign=costco

Uploaded Date:26 February 2019