Winning organisations define, evolve and embed their chosen culture; and align their stakeholders to it – whether employees, investors, partners, governance, or customers. The right context and culture empowers decision-making at every level of your organisation, and underpins high-performance.

Organisational culture is defined as “how we do things around here”. Every organisation has its own distinct culture which will guide the experience of all stakeholders involved with it; whether investors, customers or employees.

• Employees feel pride in the work they do; there is mutual respect through all tiers of the organisation; managers can clearly and confidently translate the strategy and behaviours of the organisation to their teams; and people can enjoy the open relationships they have with their colleagues. All of this generates a strong sense of trust in the leadership of the organisation, in its managers, and within teams. Organisational performance is accelerated.
• Continual improvement processes are embedded in the way that things get done. The leadership sets the overall direction and purpose. Meanwhile, ideas for improving the way things are done at a tactical level are generated regularly by the team members themselves, based on what they experience in their day-to-day work and the fact that they are highly motivated to make things better. The cumulative impact of making regular, small improvements has a huge impact on overall business performance.
• High-performing cultures are created when leaders provide clarity and purpose, and employees are empowered to get things done in their own way. The “Loose-Tight model” is a useful reference. The tightness is created by leaders’ clarity on organisational purpose and strategy, and what individuals are personally there to achieve. However, this is combined with a “loose” approach, in that it’s open to employees how they deliver on this. Teams have tactical freedom and are empowered to find their way to address the situation.