The strategic playbook is subject to constant revision necessitating the formulation of a new strategy. However, what many overlook is the symbiotic relationship between strategy and culture. The success of a new strategy hinges on the alignment and evolution of the organisational culture that supports it.
The Unspoken Harmony: Strategy and Culture
While strategy outlines the roadmap for success, culture serves as the vehicle that propels the journey. Picture it as a duo in a dance, each step influencing the other. A well-thought-out strategy sets objectives, defines tactics, and charts the course. Simultaneously, the culture embodies the values, beliefs, and behaviours that fuel the collective effort.
Why Change the Culture?
Implementing a new strategy without aligning it with the existing culture is akin to fitting a square peg into a round hole. The culture shapes how employees interpret and execute the strategy. If the two are not in harmony, resistance, confusion, and inefficiencies emerge.
1. Embracing Innovation
A new strategy often calls for a shift in mindset and embracing innovation. If the prevailing culture is resistant to change or overly risk-averse, the strategy’s innovative components may fall flat. Fostering a culture that encourages experimentation, learning from failures, and embracing change becomes pivotal. I have written about developing a culture of innovation here.
2. Agility and Adaptability
In today’s dynamic business environment, adaptability is non-negotiable. A culture rooted in rigid structures and resistance to change becomes a bottleneck for a strategy that demands agility. An adaptable culture ensures that employees are responsive to market shifts, emerging trends, and changing customer demands.
3. Collaboration and Communication
Successful strategy execution relies heavily on effective collaboration and communication. A culture that values teamwork, transparent communication channels, and cross-functional collaboration propels the strategy forward. Conversely, a siloed or communication-deficient culture can obstruct progress. I have written more on how to overcome siloes here.
4. Employee Engagement and Ownership
A new strategy’s success is intertwined with how well employees understand, embrace, and take ownership of the changes. A culture that prioritises employee engagement, values their input, and empowers them fosters a sense of ownership. In contrast, a disengaged culture can lead to lacklustre implementation and diminished results.
5. Customer-Centric Focus
For strategies emphasising customer-centricity, the organisational culture must mirror this focus. A culture attuned to customer needs, feedback, and satisfaction ensures that every employee plays a role in delivering exceptional customer experiences.
Cultivating a New Culture: Practical Steps
Implementing a new culture is a gradual and deliberate process. Here are some practical steps to align culture with a new strategy. (I have written more on culture change here and here)
1. Leadership Alignment:
- Ensure leadership embodies and champions the desired cultural shift.
- Leaders should consistently communicate the “why” and the “what” of the new culture.
- Be clear on the observable behaviours you need in the new culture.
2. Inclusive Communication:
- Foster transparent communication about the strategy and cultural changes.
- Create platforms for employees to voice concerns, share ideas, and be part of the transformation.
- Use stories to bring it to life. I have written more about the role of storytelling here.
3. Learning and Development:
- Invest in training programs that align with the skills and mindset required for the new strategy.
- Encourage continuous learning to adapt to evolving industry landscapes.
4. Recognition and Rewards:
- Align recognition and rewards systems with the desired cultural values.
- Reinforce positive behaviours that support the strategy’s objectives.
5. Celebrate Successes:
- Acknowledge and celebrate milestones achieved through the new strategy.
- Share success stories that exemplify the desired cultural traits.
Conclusion: A Culture-Driven Tomorrow
A new strategy demands a cultural evolution. The two are not disparate entities but interconnected facets that, when harmonised, propel an organisation towards its goals. By recognising the pivotal role culture plays in strategy execution, businesses can pave the way for innovation, resilience, and sustainable success. The journey towards a new strategy should be a dance, not a battle, with culture as the rhythm that guides every step.
For help with aligning culture and strategy contact me at Sarah Robertson Consulting or book a discovery call
