Direct and Manage Culture
"Culture eats strategy for breakfast," Drucker said and we believe it. So many corporate cultures were challenged with the global pandemic and some were proven to be very positive for employees, customers, stakeholder engagement and business performance, while others may have suffered greatly as they had very little preparation and the needed agility to switch to a remote, digital workspace and environment. Although some may have had to overcome the technology obstacles, the issue we are addressing is the company culture defined as a set of shared values, goals, attitudes and practices that characterize an organization.
If you run your company as a place that trusts it employees to complete the work, on time, in budget with a mature delivery, then your company may have done quite well with the adjustments. Actually, the company culture and dynamic may have evolved over the same time, as its values and mission were curated by participatory employees to make successes. |
In a 2019 study, 18-34 year old's based in USA, UK, France and Spain who had decided to join an organization was based on 'culture over cash.' More than half ranked company culture as more important than compensation. Three-quarters of these adults in this age bracket were known to evaluate the company's culture before applying to an open position.
A report that was published by the University of Michigan investigated the qualities used in the Organizational Cultural Assessment Instrument identified two key polarities: (1) internal focus and integration vs. external focus and differentiation, and (2) flexibility and discretion vs. stability and control. With four types of organizational structures. Clan: We’re all in this together. Adhocracy: Risk-taking and innovation. Market: Competition and growth. and Hierarchy: Structure and stability
The organization with brand presence, which is clearly of essential importance and priority, caught attention of job seekers in this age bracket. Job seekers also align with the company culture through evaluation of the organization. Office dynamics become part of this culture and can shift with new hires, promotions and leadership. The company's consistent corporate communications, management training programs and actions are the keys to a successful and sustained cultural. For corporate culture identity and development support, contact Healthcare Technical Solutions.
A report that was published by the University of Michigan investigated the qualities used in the Organizational Cultural Assessment Instrument identified two key polarities: (1) internal focus and integration vs. external focus and differentiation, and (2) flexibility and discretion vs. stability and control. With four types of organizational structures. Clan: We’re all in this together. Adhocracy: Risk-taking and innovation. Market: Competition and growth. and Hierarchy: Structure and stability
The organization with brand presence, which is clearly of essential importance and priority, caught attention of job seekers in this age bracket. Job seekers also align with the company culture through evaluation of the organization. Office dynamics become part of this culture and can shift with new hires, promotions and leadership. The company's consistent corporate communications, management training programs and actions are the keys to a successful and sustained cultural. For corporate culture identity and development support, contact Healthcare Technical Solutions.
Examples of our successes to
Direct and Manage Culture
Aligning enterprise-wide culture for digital transformation.
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Aligning Enterprise-Wide Culture for Digital Transformation
Tactics: As a newly formed project management office responsible for change management programs that included employee (stakeholders) buy-in for the hospital’s digital transformation to enterprise wide information systems (Cerner and McKesson) for 7000 employees/12 sites. Designed emerging future culture and strategy framework:
Outcomes: Meeting the lofty goal of becoming the first fully digital hospital in New York City, the entire enterprise was fully prepared for its "Go Live.” This program preceded but also catapulted the national EHR program for ARRA-HITECH. |
Naysayers always loom when culture change management is in bloom.
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Open opportunities for competitive advantages where most are locked to drive capital sales revenue.
Tactics: With engineering management, redesigned (and supported) upgraded software systems for interoperability for all therapeutic and procedure endoscopy medical devices and hospital software. Outcome: Launched global commercialization program. |
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