Eye In The Sky
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…I wish my NDHQ job did that.
Just get one of those napping chits someone was referring to…
…I wish my NDHQ job did that.
In my time at NDHQ, I fell asleep once, during a briefing about time management.NDHQ and many subordinate HQs
Using time wisely, I seeIn my time at NDHQ, I fell asleep once, during a briefing about time management.
Woke up several APS's later.In my time at NDHQ, I fell asleep once, during a briefing about time management.
Agreed but I hope that they realise that cultural change can’t really happen without structural change. Otherwise we’ll keep treading water (or sink) on both.While I am a (very far) outsider looking in, I can see an intersection between the 'reconstitution' and the Arbour report recommendations. The time is ripe for fundamental, systemic change throughout CAF. Whether such change occurs or is effective remains to be seen.
Agreed but I hope that they realise that cultural change can’t really happen without structural change. Otherwise we’ll keep treading water (or sink) on both.
@daftandbarmy One of the problems is that there are a lot of common business approaches trying to get ported into DND without looking to see if the context makes sense, and if they need to adopt the strategy to make it work.
I think that makes some initiatives difficult/impractical to implement, as they don't take into account what we actually do, and are meant for normal businesses where the main point is to make money.
No, but a customer centrict approach focused on increasing profits doesn't really make sense. And some aspects of the culture are unique to militaries because we fundamentally do different things, and if you only consider it from the lens of what makes sense for a business you can drop important aspects of why it works in one context but not in another.Because DND/CAF humans are different from other humans, right?
Weinie has always been out standing in his field.Promote ahead of peers.
And looking around for (and finding) fellow fools.Weinie has always been out standing in his field.
I know the type...Weinie has always been out standing in his field.
I would warn the current Business Management trends like DEI or "culture change" are about to peak. The coming economic storm is going to run head first into the modern management culture. Companies like Blackrock and their CEO Fink are going to be in a world of hurt. Their DEI culture cascade though the S&P is not getting them the returns they have hoped for.Not always true. Lots of work and research has gone into this subject, but clearly not by the CAF.
Culture change means leaders changing the way they show up and collaborate, as the highest priority, which is also frequently the hardest thing to do. In the list of seven elements mentioned below, for example, there is no mention of 'get the CFO to hand you another billion dollars'.
For a senior leader, like our Army Commander, to say 'I need more stuff or I can't change culture' should get him a set of walking papers, which would happen to any CEO that said the same thing. Again, it speaks to some glaring gaps in the organizational leadership knowledge amongst our most senior leaders and their teams:
Why Every Executive Should Be Focusing on Culture Change NowTo make transformation a reality in their businesses post-pandemic, leaders must build a strong culture to support it.
As the global community emerges from the COVID-19 pandemic, business leaders must lay the foundation for their organizations to thrive in a very different world. The pandemic accelerated three interlinked types of transformation affecting every industry: the adoption of digital technologies, the development of new business models, and the implementation of new ways of working. Most companies are now engaged in one or more of these types of transformation. Businesses that aren’t — whether because they have ignored the signals or have failed to adapt quickly enough — risk becoming obsolete.
While most executives recognize the transformation imperative, far fewer understand the essential connection between business transformation and culture change. Companies cannot realize the true potential of digital transformation, embrace new business models, or implement new ways of working without supporting changes in organizational behaviors and norms. A recent study by Boston Consulting Group found that companies that focused on culture were five times more likely to achieve breakthrough results in their digital transformation initiatives than those that didn’t.
Focusing on culture change also can help companies that have not yet embarked on transformation journeys. An adaptive culture provides a foundation for transformation. It also helps organizations overcome cultural fragmentation due to the incomplete integration of acquisitions or a legacy of growth across multiple geographies.
Leaders also need to understand that culture is dynamic and that change will happen in their organizations even if they do nothing to guide it. Employee values, mindset, and behaviors have evolved rapidly in the past year. These changes may or may not be the ones your organization needs, or necessary changes may not be progressing at the right pace.
For these reasons, leaders must take a proactive approach to build the right culture now and avoid the need to reshape culture in parallel with large-scale organizational transformation.
All companies are different, so leaders must adjust for the specific contexts in which their organizations operate. However, we also see a high degree of consistency in the elements of culture required to achieve the full potential of organizational transformations, whether digital or driven by changing business models or new ways of working.
At the risk of promoting a “one best way,” we have identified seven elements of adaptive culture that we consistently see in businesses that have transformed successfully. (See “The Seven Elements of Adaptive Culture.”) Together, they provide the cultural foundation necessary to support rapid adaptation, innovation, and organizational resilience.
The Seven Elements of Adaptive Culture
- Customer centricity: Understanding and prioritizing the needs of customers rather than focusing on products or profit.
- Ecosystem focus: Prioritizing the well-being of the entire multiorganizational system and not just the company.
- Analytical orientation: Fully embracing the power of data and analytics in decision-making rather than relying only on experience or judgment.
- Collaborative reflex: Proactively engaging in cross-organizational collaboration and teamwork rather than working in silos.
- Bias to action: Valuing speed, not risk minimization, over perfection.
- Learning mindset: Engaging in experimentation and rapid learning.
- Leader as enabler: Empowering and energizing people while holding them accountable.
Why Every Executive Should Be Focusing on Culture Change NowBusinesses that don’t understand the connection between business transformation and culture change risk obsolescence.sloanreview.mit.edu