The past 20 years can be pictured as the stage of a Grand Opera that is reflected by today’s volatile and turbulent business environment. The fast paced and fiercely competitive environment has simply revolutionized the world by consistently pushing the boundaries of how people communicate and work together in order to generate wealth.
Currently the market is flooded by various messages that are not necessarily understood or let alone heard by customers. This is true for both the B2B and B2C business; the past decade or so has been characterised by innovation and a rapid shift of power from seller to buyer. Yet in the current marketplace products are no longer perceived as technological breakthroughs but rather as commodities like any other. The effects of Business Innovation with respect to a commodity item are “lock down” by focusing on efficiencies, cost cutting, enhanced customer experience and quality. From a behaviours perspective, the human capital has to make a shift in culture in order to align the new business environment with the relevant competencies needed in order to preserve competitive advantage. The chart below depicts the changing landscape of the technology/product driven industry.
Leveraging behaviours to face evolving business and economic environment is of critical importance in determining key success factors for organisations.
Identifying which behaviours shape the organisation culture, will allow you to pro actively face changes and become significantly more attuned to the market needs. Within the context of the manufacturing Industry which is operating in the paradigm of technologic innovation, the predominating culture is one driven by technology, but the fact that majority of products and services are nowadays a commodity, changing culture and behaviours is essential.
Mapping the Two Cultural Biases
The genes, or underlying assumptions, in the product-innovation cultural bias are different from the genes in the business-innovation cultural bias.
Globalisation has increased the importance of understanding differences and similarities in individual values and how they influence behaviours. Values congruence is generally associated with positive outcomes for the organisation. Individual values are also important because they influence important work attitudes, including job satisfaction and organisational commitment. (Murray et al 2006). An understanding of individual differences in personality, values and attitudes is critical to understanding the behaviour of people in organisations.
By understanding the importance of values and the way they affect/drive behaviours, management can harness the power of the collective and leverage human capital in order to generate business results through competitive advantage. Building relationships of integrity and sincerity with your employees will help you understand what makes your workforce dedicated and motivated.
The underlying concept that you must imperatively master is diversity. Every human being is unique; the challenge is to make these diverging perspectives congruent and synchronised behind organisational objectives. The ability to mobilise diverse people enables you to become familiar with your employees’ behavioural triggers and to deeply understand what and when they can produce better; this will help you to leverage the existing behaviours and shape them appropriately in order to get the best out of people.
The starting point is the behaviours of higher management and how they synchronise with the goals of the company. Only when this has been fine tuned will the cascading process be effective. According to a report by CIPD (2012), managers must identify where their behaviours are appropriate and where they may need to be changed, in order to make the relevant behaviours an integral part of the management every day approach.