<\/p>\n
Perhaps culture could be defined as simple as \u201cit\u2019s the way it is\u201d. My own take on this is that founders often establish the culture through their \u201cassumptions, beliefs, perceptions, thoughts and feelings\u201d. These beliefs and assumptions influence their own values and behaviour which is reflected in their leadership style. These over time transcribe into organisational artefacts or \u201cthe way things must be\/are done\u201d. The founders continue to exert their influence by recruiting people with similar shared values and inculcate the beliefs they themselves hold dear. It could however be argued that it is bound to change over time to reflect the broad range of people that come on board, but let\u2019s leave that discussion for another day.<\/p>\n
Culture has an important role to play in a firm\u2019s identity and it\u2019s worth watering, weeding and nurturing, particularly as the company begins to grow, be it organic or through acquisitions. \u00a0It is important that a dominant culture is maintained that stiches every member of the company together at every stage of its growth. It\u2019s worth remembering that it\u2019s not just the skills of the members that are important for a company to succeed but the underlying beliefs and values through which members interact to make things happen (and perhaps becomes outwardly visible, as company culture, over time)!<\/p>\n","protected":false},"excerpt":{"rendered":"
Culture remains a catch-all term since time immemorial. It seems important, in so far that, it\u2019s the one thing that binds us all together in a way that nothing else does. But before I share my views on this, let\u2019s be clear on the term \u201cculture\u201d as there tends to be so many of them. […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":""},"categories":[1],"tags":[],"yoast_head":"\n