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Vadim Kotelnikov

By: Vadim Kotelnikov

Inventor and Founder

Ten3 Business e-Coach

1000ventures

InsBeCo

1000advices.com

success360

 

 

Winning Culture

Best Practices: Six Golden Rules

that are given to every new recruit in one winning organization

  1. Do more than just get by

  2. Train and be trained

  3. Take advantage of every opportunity

  4. Be fair to the company

  5. Seek solutions and not problems

  6. Enjoy your work – and smile

Corporate Culture

Shared Values

Team Culture

Building a Team Culture: 10 Action Areas

Inspiring Culture

Strategies for Building a Growth Culture

Developing the Fast-paced Flexible Culture

Why You Should Treat Your Company Like Family

Innovation-adept Culture

29 Obstacles To Innovation

Creating a Culture for Innovation

5 Strategies for Creating a Culture of Innovation

How To Transform Your Organization Into a Creative Culture

5 Strategies for Creating a Culture of Questioning

Freedom To Fail

The Fun Factor

Winning Organization

Organizational Success 360: Five Basic Elements

7-S Modes

Employee Empowerment

The Tao of Employee Empowerment

Getting Rid of Bureaucracy

Innovation-friendly Organization

Corporate Innovation System

Entrepreneurial Organization

Liberate Employees from the Fear of Trying New Things

Leveraging the Power of Diversity

Continuous Improvement Firm (CIF)

Kaizen

Sustainable Growth Strategies

Strategies of Market Leaders

Corporate Leader

Business Architect

25 Lessons from Jack Welch

Cultural Intelligence

Managing Cultural Differences

Competitive Advantage: US versus Japanese Firms

Cross-Cultural Differences: Chinese vs Americans

Case Studies

Unilever: Leadership Development

What is Corporate Culture?

In six words, corporate culture is "How we do things around here."

Corporate culture is the collective behavior of people using common corporate vision, goals, shared values, beliefs, habits, working language, systems, and symbols. It is interwoven with processes, technologies, learning and significant events. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. So corporate culture encompasses moral, social, and behavioral norms of your  organization based on the values, beliefs, attitudes, and priorities of its members.

Corporate culture can be transformed, but leadership to sustain anything that sweeping has to come from "the top."

Adaptive Cultures

Your corporate culture is good only if it fits its context, i.e. your business space and your business strategy. In today's rapidly changing economy, "only cultures that can help organizations anticipate and adapt to environmental change will be associated with superior performance over the long time."8 Research findings10 show that cultures that are externally oriented (e.g. risk taking, readiness to meet new challenges) tend to be more strongly associated with organizational performance (operationalized using a range of measures) than do those cultures which are bureaucratic and predominantly internally focused... More

Corporate Culture: The Three Levels

Edgar Shein describes the three levels of a corporate culture:

  1. Surface Level: At this level, culture is both enacted and reinforced through visible appearances and behaviors, such as physical layouts, dress codes, organizational structure, company policies, procedures and programs, and attitudes.

  2. Middle Level: Here, culture is manifested through our beliefs and values.

  3. Deepest Level: At this level, culture is manifested through basic assumptions – our long-learned, automatic responses and established opinions.

The spiritual center of Toyota is Toyota City, a huge company town of 400,000 people outside the industrial city of Nagoya. Once in a while, Toyota employees from around the globe come to the company's Toyota City plant near Nagoya, Japan for indoctrination in the "Toyota Way."

The company's commitment to teamwork is exemplified on the factory floor, where workers grab parts from trolleys that move with the line, one of many timesaving innovations proposed by the workers themselves. Slogans written by employees hang from the ceiling, and each production team has its own melody that rings out when a member needs to catch management's attention. Toyota's devotion to "Kaizen," or continuous improvement, shows up throughout the company and is a lesson that will serve all managers.11

Toyota’s global competitive advantage is based on a corporate philosophy known as the Toyota Production System. Toyota's philosophy of empowering its workers is the centrepiece of a human resources management system that fosters creativity, continuous improvement, and innovation by encouraging employee participation, and that likewise engenders high levels of employee loyalty... More