People love doing business with these firms of endearment. “Loyalty” is real and visible and it helps to create unbeatable advantages for organisations which are founded on the right principles, values and culture. People are increasingly searching for higher meaning and purpose in their lives. Therefore, it comes as no surprise that companies which are driven with purpose and passion
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Productivity monitoring has been around for a long time, but in the age of remote and hybrid work, it has become a new reality for many. Some of the largest private U.S. employersreportedlyhave systems in place to monitor their employees’ productivity, some in real time. The intention behind this surveillance is obvious: Companies want to ensure that remote employees aren’t
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The starting point of Designing Experiences We need to do this by design instead of by default on anthropology and ethnography, starting with understanding the reality around the people, process and system. From there, align culture, leadership, structure, process and talent to this reality instead of incorporating generic models of management to drive the change. A good anthro way is
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Organisational Signs and Sins The lack of such synergy and balance is the source of many organisational sins, causing organisational ineffectiveness. Many such dysfunctional organisational behavioural sins are never discussed openly but only in the grape wine. This fuels frustrations and hidden agendas that affect morale, creativity, productivity and performance in a “Culture of Silence”, resulting in unresolved issues that
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A Naturally Thriving and Transforming Organisation is one that works alongside human nature and anthropology to drive change, performance and profitability; which then creates a high value organisation that is desirable, sustainable, viable and in line with changing business and human landscapes (see figure). Anthrophillic organisation builds value In the recent World Economic Forum in Davos, Switzerland, businesses were sharing
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Millennials, Gen Y, are young adults born (according to the U.S. Bureau of Labour Statistics) between 1981 and 2001. Millennials will make up one-halfof the workforce in the next five years, and a whopping 75 percentin the next decade! By comparison, the generation before them, Generation X (or Gen Xers), represent only 16 percent of today’s workforce. WhatMakes Them Tick
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Understanding the pitfalls of “Enculturisation”. The diagram below shows the stages in forming and formalising a great culture. Start by discovering and uncovering good values that exist or need to be defined. Create and define them in practical and actionable way that people will be able to understand, act and get feedback on. Then set goals in terms of achievement
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What makes a good leader is the use of effective management skills such as spending 50 percent or more of their time listening carefully. Great leaders understand that some of the best leadership qualities entail listening to others with undivided attention. When was the last time you actually listened single-mindedly to one of your staff members? Can you remember when
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The Major Challenge of Culture Change. The idea of changing workplace culture may sound simple to someone who’s never been faced with the task before. But as anyone with experience knows, it’s a massive challenge. In a 2012 issue of the Harvard Business Review, authors Jon R. Katzenbach, Ilona Steffen, and Caroline Kronley referenced a case study involving the health
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These 4 pillars give us The Anthrospective Views – to see things from a Holistic and Systems perspective to help us resolve organisation tensions with appropriate strategies and interventions to evolve a High Value Creation (HVC) organisation beyond the High-Performance Organisations (HPO’s) of today. The four pillars definition are given below: Archaeological: Comparative study of past cultures through remnant leftovers
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