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Just as in a co-located setting, a remote work environment warrants a defined culture. Culture in a co-located setting is distinctly evident. It is imparted and communicated through collaboration between colleagues, their behaviors, and the actions that are incentivized—or those that are considered inappropriate—at the organization.
However, defining, creating, and sustaining an Organizational Culture in a virtual environment is a bit complicated. It needs careful deliberation. Leadership can make good use of the 12 guiding principles to inspire a robust Virtual Workplace Culture. These guiding principles can be segregated into 2 categories:
General Culture Principles
There are 7 principles under this category:
- There are no unwritten rules
- Reinforce values
- Don’t take Culture for granted
- Embrace gratitude and transparency
- Institute structure around Culture
- Welcome changes to Culture
- Leverage disruption to improve Culture
Mental Health Related Principles
Virtual Work can lead to various ailments, including burnout, if it is accomplished without abiding by healthy lifestyle, best practices, and guidelines. The mental health category entails 5 guiding principles:
- Don’t encourage long work hours
- Document processes around mental health
- Recognize mental health struggles
- Prevent burnout, isolation, and anxiety
- Encourage a healthy virtual lifestyle
Let’s dive deeper into 4 of these guiding principles.
1. There are no unwritten rules
The first principle to foster a Remote Culture necessitates documented policies and systems. Careful documentation assists in prohibiting decline of a remote enterprise and culture. The first instance to document should be the company values including teamwork, productivity, clarity, diverseness, and inclusivity.
2. Reinforce values
The actions that are encouraged and rewarded by the company become organizational values. For instance, in virtual settings, hiring, promoting, and developing people play a huge role in encouraging and underlining the importance of values. The values dear to an organization are displayed through role modeling of required behaviors by the leadership. They are manifested by the people the organization hires and let go off. Organizational values are also evident by the yardsticks used to gauge qualification for increments, rewards, promotions, and performance management.
3. Embrace gratitude and transparency
Without clear-cut information sharing and appreciation, employees may begin to feel cynical and unenthusiastic. This can eat away at the organization culture. Leaders should be careful with 360 performance evaluation and feedback. Negative feedback should be delivered in a positive manner to instill hope and determination to do better. There is also a need to take drastic measures if there is a general sense of lack of appreciation and transparency prevalent among employees.
4. Don’t take Culture for granted
Culture is easily emphasized in a co-located setting, collaborating with colleagues day after day. However, underscoring the significance of culture in a virtual environment demands cautious deliberation. Various core elements of culture are often present, but are masked in our daily activities and habits. These elements are manifested by “how we do things in our organization.” These common habits are the hallmark of belonging to a culture.
In remote settings, leaders need to highlight the elements of culture that are evident in such settings and their importance, since these practices are a bit hard to observe in virtual teams. Leadership should mark boundaries of culture clearly and define what is disrespectful or unacceptable in their organizational culture.
Interested in learning more about the other guiding principles of Virtual Work Culture? You can download an editable PowerPoint presentation on Virtual Work: Corporate Culture here on the Flevy documents marketplace.
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Most of us have experienced a uniqueness in some organizations. These organizations stand out, exude fervor and zeal. Their customers are pleased with the Customer Centric Design of the company, Employee Engagement is high, and investors and shareholders take pride in being part of it. It is not their exceptional product or service that is the base of Value Creation rather the Purpose that makes organizations unique—their reason for existence and the resulting impact it makes on the world.
Stakeholders identify with organizations that genuinely follow their Purpose. Leadership allocates resources in-line with the Purpose. Employees keep the Purpose front and center while making decisions for the company. On the other hand, in-genuine Purpose may harm the reputation of the company by turning away the stakeholders.
In order to be genuine, Purpose has to be embedded in the company’s DNA, which is no mean task. The “5 Ps of Purpose Framework” shows how this can be successfully achieved. The 5 Ps Framework identifies 5 areas of focus:
- Product Portfolio Strategy
- People & Culture
- Processes & Systems
- Performance Metrics
- Positions & Engagement
There are numerous benefits to transforming into a Purpose-driven Organization. The 5 Ps Framework contributes to unlocking the sources of value for the company and detect points of weakness. Purpose can pay lots of dividends, but it has to be authentic and imbued in the organization’s business model.
Let us delve a little deeper into the first P of the 5 Ps of Purpose.
Product Portfolio Strategy
An organization’s Product / Service offerings and the associated modalities of market and position planning that best cater to the target market ought to imbibe the Purpose of the company in order to appeal to the stakeholders.
The 1st step for achieving this objective has to be the alignment of business portfolio with the company’s Purpose–i.e. we need to integrate Purpose with our Portfolio Strategy. Companies already in existence may not be able to start afresh but they can surely reshape their business mix in a dynamic and resolute manner.
In step 2, the business portfolios are filled out with Products or Services that match the Purpose, and the ones that do not are rooted out. Certain key actions are needed to embed Purpose into the Product or Service offering, they include:
- Rethinking product portfolio — for example pulling out certain products, launching new products.
- Modifying pricing in line with Purpose.
- Re-evaluating portfolio and testing rationale of individual assets in light of common criteria.
A case example is an energy company in the extractive industries, founded 85 years ago, which has proved successfully that Purpose can be reinvented. Being in the extractive business for such a long time has not restricted the company from reexploring what an energy company may look like in the transforming environment of the future.
The company has significantly transformed its Purpose — “reimagining energy for people and planet.” In line with its Purpose, the company has divested from its petrochemicals businesses and plans to reduce its legacy oil and gas business by 40% by the year 2030. The company will instead augment its low-carbon energy businesses such as bioenergy, hydrogen, electric vehicle charging businesses, and aims to be a net-zero carbon emitter by the year 2050.
Interested in learning more about 5 Ps of Purpose Framework? You can download an editable PowerPoint on 5 Ps of Purpose here on the Flevy documents marketplace.
Do You Find Value in This Framework?
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
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