Culture isn’t a branding exercise; it’s about fixing what’s broken. For strategy to work, leaders need to focus on the structures and behaviours that need to change. When senior managers treat culture as a communications exercise, the chances of long-term organisational damage and low staff morale increase significantly.
Last week, a brand very publicly damaged its reputation on live TV in front of more than 11 million people. Through words and actions, its leader clearly demonstrated the organisation’s real culture when he doubled down on the initial error. Less than 48 hours later, he was forced to backtrack and apologise. Who might this be?
On its website, this organisation promotes a culture guided by shared values and behaviours including:
– Having each other’s back: collaborating, listening to diverse perspectives, and offering support.
– Starting with clarity: Asking “why?”, checking assumptions, and communicating decisions effectively. Practicing gratitude: celebrating wins, expressing thanks and creating a respectful environment. Getting better every day: pursuing excellence, developing each other and maintaining accountability.
Their
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