Managing cultural change in complex organizations for a global strategy. Managing teams across borders.
Tweaking your cultural model will lead your company to
One of the barriers that companies face in overcoming their “stretching point” is their organizational culture and the impact this has on team dynamics and relationships across borders and with clients.
Oftentimes the C-Suite will propose extraordinary strategies that are dropped midway in the belief that they are “impossible” to implement or that they are turning out to be much more expensive than predicted. A brillinat strategy that is not in line with the company culture does not work! Many companies have developed a culture that is inconsistent because it has not been consciously built with a purpose: the purpose to empower the Vision and Strategy of the company.
Studies show that, for an organization to achieve sustainable growth, adequate productivity and agile, aligned, ambitious, flexible and adaptable teams, leadership in the company must maintain a balance of 65% task orientation and 35% relationship orientation.
Often, the organizational culture influences whether this balance is maintained or broken. In order to achieve this balance and encourage positive organic development, it is necessary to align internal processes and procedures with the necessary behaviours and dynamics without forgetting the local context. ROI 25%.
To achieve the 65/35 balance, it is necessary to work at three levels:
Georgina Barquin profiles company cultures by observing, conducting key interviews and by using tools such as the Country Navigator or The Leadership Circle . Based on more than 17,000 hours of experience, she provides key pointers in order to manage your teams across borders in a more effective manner.