“I came to see, in my time at IBM, that culture isn’t just one aspect of the game — it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.”
– Louis V. Gerstner Jnr –
KEYNOTE: CULT-LIKE CULTURE
How do some companies manage to compete and thrive year after year in a rapidly changing and highly commoditized environment? What they do doesn’t matter nearly enough as Why they do it and How they do it.
It’s about how their people collaborate together, how they treat their customers, how they interact with their suppliers and the personal standards of excellence that they aspire to that make the real difference.
If you want to be in the game, quality products and services and competitive pricing are the minimum requirements to compete and this is relatively easy to duplicate.
The real sustainable differentiation will always be behavioural. Of course in today’s rapidly changing world where businesses are being disrupted by many different factors, we should always be innovating and experimenting, finding better ways to improve our products and services.
It’s just that we need to be absolutely clear, that these actions are merely the minimum requirements to be in the game.
Research shows that those organizations that intentionally created a strong culture of adaptation to a changing world are associated with strong financial results.
Organizations that placed a high value on employees, customers and stakeholders and intentionally created a culture of Leadership from everyone in the organization experienced revenue growth of 682% compared to those that did not.
Even more staggering is that those companies that adopted this kind of culture experienced a stock market growth of 901% compared to a growth of 74% in those that did not.
This presentation looks at what some of the best businesses in the world are doing to build focused and adaptive corporate cultures.