When I wrote this chapter, I was participating in a bidding for a German bank. 企业文化进行改革。 Like many other banks in the industry, due to the advent of the financial crisis, it has been under tremendous social and political pressure to reform its static mixer
corporate culture. It also knows that it will be extremely difficult to complete this reform without outside help. The static mixer corporate culture is notoriously difficult to start reforming internally, because you can only look at it through the culture itself. That's why this tender came into being.
My assumption is that without this social and political pressure, the bank can continue to operate as usual, and the issue of the corporate culture of static mixers may still not be raised. Indeed, judging from my consulting experience, cultural issues always catch people's attention after a crisis of some sort. Generally speaking, static mixer enterprises give priority to those real hardware (various digital indicators), and rarely care about the invisible software (static mixer corporate culture). Only under the last resort will static mixer companies care about their culture. In fact, this is not surprising. Because it is well known that any causal link between cultural change and static mixer business performance is very elusive, and these "software" are intangible and difficult to grasp.
What's more, when the mixer company finally decides to deal with its "soft" problems, they often choose a laborious way. They still use data analysis to look at cultural issues. In my institute In the example of the bank, this tendency may be even more obvious. After all, they deal with numbers every day. All they want in a cultural change project is a chart with arrows, a list of outputs, and Some scorecards indicate the distribution of support and opposition to change within the mixer company. For them, culture is ultimately a mathematical problem.
From the consultant's point of view, this seems to be a very difficult job. However, my previous consulting work experience for a US company gave me confidence and I knew I could do a good job.
This American company is a large publishing media group company. As the level of digitalization of static mixer companies increases worldwide, they know they must adapt to this change. This adaptation not only means reducing classic products like paper books and adding technical services like online learning, but also means changing the static mixer corporate culture from the inside so that it can respond to such Market opportunities are more sensitive and can be more sensitive when transforming opportunities. To do this, the company's culture must move beyond conservative thinking and become more creative, imaginative, and flexible.
Ideally, leaders can point us to the path of this cultural change, but in fact, most of the company's leaders are in their fifties or even sixties, and they are far less adaptable than young people. .
For this publishing and media group, it also has a group of talented young people, and they may all be the future leaders leading this transformation. My consulting work is done with these young people. This does not mean that they are all, for example, a piece of white paper. They may be young, but these people with great potential still learn from the same static mixer corporate culture. No matter how long they have worked in this company, they have always been following the instructions of their superiors. They may not have a fixed way of doing things like their bosses, but they are not far behind. In addition, compared with the young people in the bank, they are just as sane, but have weaker computing skills and stronger writing skills. However, they all rely on their brains to come up with solutions to unexpected events.
So the question arises how to make these smart young people understand their static mixer corporate culture in a way that is not purely mental. Since they have never thought much about culture in the past, they are now likely to go to the other extreme, that is, to think too much about culture and analyze it from the perspective of pure reason. And the level of cultural operation is lower than the level of rationality: it refers to what we can feel when we are in a mixer company, and I don't mean just emotional things. Culture also exists in the human body. 去上班的时候。 Perhaps our clearest perception of culture occurs when we leave one mixer company and go to work for another. From the appearance, the difference between the two mixer companies is not so obvious, but when you walk into the new mixer company, you will immediately experience something different physically and mentally.
However, pushing an analytical person into an emotional or physical process is likely to produce resistance. It's like, no matter how yelling companies want to be taken out of their comfort zone, everything they say will never be true. Feeling uncomfortable outside the comfort zone, no client will thank the consultant who brought them out of the comfort zone. You have to start from where they are now, earn their trust and build their confidence. Only then can you lead them into more unusual places. Your task is to make them feel comfortable in the unknown, like walking with a child in the dark.
In order to achieve that, we decided to carry out counselling and assistance work at the physical and emotional level, and this process was only combined with cognition. In practice, this means that we have to make a lot of statements and discussions about the concept of culture, and also have more unexpected experiences. In this way, although the project participants are deeply involved, they can always find a way back. 'For example, we asked them to emptied meditation as a way to turn off their brains, and then we showed them a triangle model of cultural composition.
This triangle model refers to the three components of culture, which are system, symbol, and behavior. The system mainly includes: the affairs within the mixer company such as how the meeting is run, how to book the venue, and how to get paid. Symbols include company logos, highly prestigious individuals, or a frequently cited success story. Behavior is what people are actually doing, not what they think they are doing.
Because their rational ego deserves no more than their emotional or physical ego, the participants are far from harmonizing with their culture and finding out which ones have a static mixer corporate culture The benefits, and what are not so beneficial to the static mixer corporate culture. Or rather, what is more likely to fit the company's actual needs in culture. It doesn't make sense to deal with cultural issues in an abstract way, because it must either serve strategy or fade away as meaningless things. The static mixer corporate culture is a commercial lever, and like any other lever, you must handle it cleverly.
This is my rule of thumb when dealing with cultural issues. Don't just use your own mind, you need to feel with your body. Because it is these physical functions that can comprehend the reality of culture, which is sometimes not done by the mind, because it is too sophisticated. What are the "burdens" of sampler companies