Diversification Essay

639 Words3 Pages
Jhoer Geronaga Business Policy Is Corporate Culture a strategy? I would say yes, corporate culture is a very good business strategy. For a relative handful of world-class performers, however, the picture looks different. These companies inspire loyalty from employees, who want to stay and be part of a team. They generate commitment to go the extra mile, to do the right thing rather than just the easy thing. At these companies, people not only know what they should do, they know why they should do it. How do these standouts ensure that everyone acts in the best interests of the company, even when no one is watching? The answer: culture. At a time when it is common- place for enterprises to stretch around the globe, culture provides the glue that creates trust and a sense of shared purpose. Bain surveys indicate that business leaders fully recognize the role that culture plays in focusing and engaging a company’s employees. Yet research also indicates that fewer than 15 percent of companies succeed in building high-performance cultures. One characteristic that distinguishes high- performance cultures is that people inside them can recognize and often articulate the company’s authentic core—the unique soul and personality that define a company’s character. An authentic core that’s widely recognized creates an emotional bond between a firm and its employees. One South- west Airlines employee captured it well when he said,“ We all work hard, but to do anything else would be like letting your family down.” Performance cultures have external radar that extends beyond their customers. The competition, for example, is never taken for granted or ignored. High performers are keenly aware of their competitors’ capabilities so that they can shape their own to best advantage. High-performance cultures are also attentive to another external constituency: the

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