Corporate culture will need to be both resilient and agile

Corporate culture will need to be both resilient and agile

Corporate culture will need to be both resilient and agile

Staying agile in a turbulent world – Corporate culture will need to be both resilient and agile

Staying competitive requires adaptability

As the economic recovery takes hold, leaders might be tempted to breathe a sigh of relief and ease up on the pace with which they have been driving their organizations. However, doing so – although appealing – could have disastrous consequences.

Organizational agility: An organization’s capacity to identify and capture opportunities more quickly than rivals do

Market turbulence did not begin with the fall of Lehman Brothers, and it will not end when the global economy recovers.

In a world of constant change, turbulence will continue to increase. All this uncertainty poses a tremendous challenge on organizations. To respond effectively, leaders must build agility into the fabric of their organization.

Quickly respond to changes

Organizations that keep a careful eye on what’s changing their business environment and that can then quickly respond to those changes will have cultures that put them at a competitive advantage.

At the same time, certain features of corporate cultures will need to be dependable, such as a commitment to key values.

This will allow employees to maintain a sense of equanimity and stability amid turbulence, and it will allow the organization to stay resilient even when it takes a psychological or financial hit in the marketplace.

There will likely be solid metrics that gauge both the agility and resilience of organizations.

Comic - New Corporate Culture Fast

Agility is critical to business success – Success means becoming an adaptive organization

In turbulent markets, organizational agility, which can be define as the capacity to identify and capture opportunities more quickly than rivals do, is invaluable.

Building organizational agility requires management and leadership focus. The ability to cultivate and maintain agile corporate cultures will have to become a standard component of leadership development programs. At the same time, someone or some team will be made responsible for tracking the “state of the culture.”

Organizational culture may be complex, but the benefits of a strong organizational culture are clear

Ultimately, this responsibility for for developing, maintaining, or “fixing” a culture will probably be most effectively executed if it is the duty of some larger group, such as a cross-functional team of executives.

Every organization has a culture

Virtually every organization has a culture, whether or not leadership wishes to admit the fact. So don’t leave it unattended! – corporate culture are likely to become even more critical in the future!

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About The Author

Torben Rick

Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. International experience from management positions in Denmark, Germany and Switzerland.

Blog Comments

Great read. Where does this leave the research on neuroscience that says for people to feel a “reward” or “toward” state they require an element of certainty (the SCARF model)? Are we saying certainty, when dealing with people, no longer exists? Or is the certain part to prepare for uncertainty?

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