Organisational Culture
Our climate survey methodology is designed to introduce companies to their actual culture (we call this a cultural handprint).
We often discover organisations operate in cultural domains strongly removed from the one they intended – and they are unaware of it. Cultural disparity symptoms include disengaged workforces, non-innovation, diminishing performance, poor accountability and reduced profitability.
We provide our clients with a Cultural Handprint Map (see below) which details the company’s Primary, Secondary, & Outer Culture Thresholds:
Cultural Handprint Map
Behind each threshold we identify the activation levels of Organisational Cultural Elements:
- Imbedded elements (highly active and visible) ,
- Transitory elements (in a state of waxing or waning), or
- Inert elements (have no momentum or dissipated stagnation).
We provide our clients with the insights, mechanisms and strategic infusions to overcome organisational cultural barriers which have negatively affected performance and profitability.
Contact us by email: info@polarity-consulting.net
Additional information on Organisational Culture
Organisational Culture is a crucial success component of companies, with robust cultural landscaping being done strategically to meet the unfolding demands and objectives of doing business subsequent to the economic downturns post- 2009.
Companies need to investigate if their sustainable future successes are being hindered by outdated culture and what their day-to-day approaches look like within their organisational cultural framework.
In Small Medium Enterprises (SME’s) the simple yet total distraction of getting work done and achieving profitability, often thwarts the requisite focus on culture and how it will determine strategic future successes of the business.
In large corporate companies, a vast amount of money and resources is invested in Organisational Culture. This spend is evident in branding, organisational design and approaches to values systems and strategic growth delivery.
The question is: “Do companies really understand their position in the cultural landscape?” (Does your company know its cultural handprint?) Having an ethereal cultural vision that is not underpinned by an accurate focus is navigating without a map.
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