In my current focus on the drivers for producing economic wealth in the private enterprise (see essay), I see more clearly that a firm's culture is an essential element in a competitive enterprise design. I was prompted to think about what we would say are the intentions and commitments of a culture that is effective, strategic and competitive when reading Chunka Hui's post What Steve Jobs Learned From Edwin Land of Polaroid.
At this time we specify the top 5 elements to bring into existence for a powerful culture as:
- Competitive learning practices throughout the organization
- Commitment based management practices based in knowledge of the Action Workflow Loop invented by Dr. Fernando Flores
- Expertise in making rigorous assessments, e.g. value contributed by individuals and teams, how changes in marketplace drifts affect current strategies
- Clear, real-time communication throughout the firm of relevant assertions and assessments (I think this is what Chunka writes: "3. When the facts come home to cost and they are not what you expect, reach our and embrace them anyway."
- Commitment to and practices for continuous innovation in offers, practices, narratives and strategies
The CEO must hold the visionary domains of concern of the enterprise, including constituting, creating and nurturing the culture. Without leadership commitment and focus, culture will occur by drift.
I was speaking with a founder and CEO this week who finds himself working 70+ hours per week, consumed in operations, and not living in powerful practices to take care of body, learning and design. To his credit, his request for help was first on designing practices he could hold for these concerns. Having the moods, awareness and well-being that enable reflection, thinking and design for the enterprise is a requirement for a CEO.
What are your practices for living your values, for caring for your body, for producing the culture in your organization that's coherent with your personal and business ambitions?
photo credit istockphoto/ilbusa