Cultural capital is the new frontier of competitive advantage. Who you are and what you stand for has become just as important as the quality of the products or services you sell. In the last three years Deloitte, Ernst & Young, and PwC have all issued reports focusing on the importance of organizational culture in driving a company’s success.
The increased recognition of the importance of corporate culture raises three important questions: What is organizational culture? How do you measure it? And, most importantly, how can you improve it?
No one is born a leader. A leader is someone you become: not in the same way you become an engineer, businessman, a dentist or a doctor. It is a role you grow into. Some people naturally grow into leadership roles; some go all out to seek a leadership role and others have leadership thrust upon them. Some, like me, choose not to be a leader of people, but a leader of thoughts.
Values-driven organisations are the most successful organisations on the planet. You may think that sounds like a bold claim: It is a bold claim; and, it is true! You will find documentation to this effect in my book, The Values-Driven Organisation: Unleashing Human Potential for Performance and Profit.
Values-driven organisations have high levels of employee engagement; they generate higher earnings; they are more profitable, more customer-focused, and more productive—they have high retention rates and low absenteeism. They also generate more customer loyalty and more societal goodwill.
The purpose of this paper is to deepen the discussion about what motivates employees. This paper briefly describes the seven stages of psychological development and the corresponding levels of motivation. These are linked to Harvard Professor Robert Kegan’s work on the three types of mind (socialized mind, self-authoring mind, and self-transforming mind). Each of the three types of mind has different drives and motivations and is linked to different levels of job complexity. Understanding the motivations of the different types of mind is essential to creating a high-performance organisation with high levels of employee engagement.
This paper looks at the current moral state of our society and the poor performance of our political and business leaders. It identifies the underlying issues of the current leadership crisis and the need for a new leadership paradigm—a shift from being the best in the world to the best for the world; a shift from what’s in it for me to what’s best for the common good; and a shift from “I” to “we”.
This paper explores the topic of cultural capital and its relationship to financial performance. It reviews research on this topic and comes to the conclusion that even though there is no direct measure of cultural capital, proxy measures such as cultural alignment and cultural entropy clearly indicate a positive correlation between cultural capital and sustained high revenue growth.
This paper examines a) the impact of the personal entropy of the leaders of an organisation on the cultural entropy of their organisations, and b) the impact of the cultural entropy on the organisation’s performance. In order to improve the performance of an organisation, it is necessary to reduce personal entropy of the leaders