.png?06:28:12 "Organizational Culture and Performance: The Critical Factor Executive Committees Ignore")
For many years, organizational culture has been treated as a relevant but secondary topic. Something important for internal climate, talent attraction, or institutional communication — but rarely regarded as a true performance driver.
Today, this view is no longer merely reductive. It is strategically dangerous.
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There are organizations with a clear strategy, highly competent people, and well-defined objectives that, nevertheless, seem to move forward with the handbrake on. The plans are solid, the presentations convincing, but execution fails, decisions are delayed, and the energy of the teams drains away in a fatigue that is difficult to explain.
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If managing organizational culture is normally a major challenge for leaders, Covid-19 added two more challenges - doing it in a crisis situation and remotely. What is the mindset that leads to results in a crisis situation and what is the process for creating that mindset when managing remotely?
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The organizational culture is always contributing, 24 hours a day, 7 days a week, through instructions to people on how to think and act at work.
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-(2)[1].png?06:28:12 "New Paradigm in Performance Management: Beyond Evaluation")