Gathering Insights.

Learn more about what we fancy for.

How do build a company on culture?

If asked to describe your company culture in a word, what would you say? It sounds cheesy, but it is actually true: the people. Our people are the foundation of who we are as a company. Attracting, hiring and retaining diverse talent enables us to be more innovative and better serve our employees, customers and communities. Companies, and the employees that comprise them, often fall in love with predictability of day-to-day operating procedures, standards, norms, values, and channels for communicating that may remain stable for extended periods. But how people interact with each other and systems changes over time as employees and the leadership team are replaced. That process will invariably take the company’s culture in a different direction. With an ongoing process of building and adjusting a company’s culture, the best organizations understand that they need to embrace change and evolve. (Read the full article How to Build a Company On Culture by Katharina Wäschenbach here).

Four Initiatives to Help Establish a Data-Driven Culture.

 

Today’s most successful and innovative companies, like Amazon, place data at the heart of their corporate culture, which allows them to innovate quickly and ultimately leads to a huge competitive advantage.

The following article outlines some foundations for creating a data-driven culture. But why is it so important for companies to cultivate a data-driven culture? Well, culture influences what information is shared, whether data is democratized and the investments made into tools and training. And, most importantly, whether a company is driven by facts or opinions. Whenever I visit another company’s office, I get an impression of how data-driven its culture is fairly quickly. Immediate signs, like whether a company has an office dashboard or not, whether team members know relevant KPIs, what analytics tools are provided and to whom and how the analytics team is embedded into the overall team, are good indicators for how developed its data culture is. (Read more about "In God We Trust (All Others Bring Data)" by Georgia Neitzel here).


Why organizational design matters?

Organizations are not theoretical systems; they are living systems. Living people – with their own ideas, creativity, and individual goals – observe and respond to the environment around them, shaping the organizations they work inside of, whether or not the organization wants them to. The only way to unlock your organization’s potential is to develop your capacity to sense and respond to the challenges and opportunities you face – continuously and with the full participation of everyone who shares your mission. The good news is that organizational change can be used in most any type and size of business. (Read the full article "Why Organizational Design Matters" by Katharina Wäschenbach here)


How empowered organizations succeed?

 Achieving high performance requires having the confidence to take risks, especially in a knowledge-intensive world. When an organization minimizes the fear people feel on the job, performance — at both the organizational and the team level — is maximized. But how do you make your organization fearless in a way that builds its capability? A fearless organization is one that provides psychological safety. But as more and more consultants, managers, and commentators are talking about psychological safety, the risk of misunderstanding what the concept is all about has intensified. In a workplace, psychological safety is the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed — with relevant ideas, questions, or concerns — without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid. (Read more about How Fearless Organizations Succeed by Amy C. Edmondson here).

4 Steps To Start A Data-Driven Culture.

Static workforces organized around specific skills and functions are mostly the present. But more and more business leaders I am talking to these days are realizing a more liquid workforce and data-driven culture can become their new competitive advantages. Tomorrow's organizations will have adaptable workforces organized around projects, with embedded training. So, the main question is how to start with the challenges of organizational transformation and find an advantage in a data-driven company culture?  (Read more about  

"4 Steps To Start A Data-Driven Culture" by Katharina Wäschenbach here).