Corporate Culture Is Critical to Business Success
Culture is critically important to business success worldwide, according to 84 percent of the more than 2,200 participants in the 2013 culture and change management survey, conducted by the Katzenbach Center at Booz & Company. Sixty percent said culture even outranks strategy and operating model in order of importance. However, there is a clear disparity between the way companies view culture and the way they treat it. Less than half of participants saw their companies effectively managing culture. More than half said a major cultural overhaul was needed, and 96 percent of respondents said some change to company culture was required.
“We knew from our work with clients that culture was important, but the fact that it is consistently considered to be critical to business success across the regions we surveyed, from the Americas, to Europe, to the Middle East and Asia-Pacific, is incredibly telling,” said Rutger von Post, a partner at Booz & Company. “The single biggest surprise to me was that a full 51 percent of respondents believe their organization’s culture is in need of a major overhaul.”
Survey findings also suggest strong correlations between the success of change programs and the leveraging (or lack of it) of culture as a driving force behind the efforts. Of those surveyed, only about half (54 percent) said the results of change programs were sustained over time. In fact, the use of cultural levers, such as activation of informal peer networks and the linking of change to organizational pride, made for transformation initiatives that were twice as likely to succeed as those that left culture out of the equation.
“We knew from our work with clients that culture was important, but the fact that it is consistently considered to be critical to business success across the regions we surveyed, from the Americas, to Europe, to the Middle East and Asia-Pacific, is incredibly telling,” said Rutger von Post, a partner at Booz & Company. “The single biggest surprise to me was that a full 51 percent of respondents believe their organization’s culture is in need of a major overhaul.”
Survey findings also suggest strong correlations between the success of change programs and the leveraging (or lack of it) of culture as a driving force behind the efforts. Of those surveyed, only about half (54 percent) said the results of change programs were sustained over time. In fact, the use of cultural levers, such as activation of informal peer networks and the linking of change to organizational pride, made for transformation initiatives that were twice as likely to succeed as those that left culture out of the equation.
Thony Norelli Information Technology
- Digital Marketing Rold All About - Thony Norelli
Where do you start if you want to develop a digital marketing strategy? Well, I don't think it needs to be a huge report, a strategy can best be summarised in two or three sides of A4 in a table linking digital marketing strategies to SMART objectives. Yet despite this, it seems that many organisations still don't have a plan.
The results have shown some big improvements over the years. A few years ago we found around two-thirds to three-quarters did not have a digital marketing plan. Now that number has shrunk to 44% in latest survey, although that is still quite high, and means many are doing digital with no strategy in place.
The new methods are faster, more practical and versatile than the old traditional ones. These are some of the most common forms of digital marketing:
Website (SEO content)
Blogs
Online Advertising
Viral Marketing
Online video content
PPC (pay-per-click) advertising
Email marketing
Social media (Facebook, LinkedIn, Twitter, Pinterest, Tumblr, G+,etc)
Mobile marketing (SMS, MMS, etc)