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BUSINESS POLICY AND

STRATEGY
ASSIGNMENT

SAKSHAM SHARMA
16021141093
MART

Q. What should mart do to sustain its culture while growing its business and
staff?

Pradeep Kashyaps MART has implemented a unique culture, a unique personality and
soul based on shared values and heritage in its organization that gives it a good
competitive edge and drastically improves the work environment. The removal of
hierarchy and support from the top leaders helps the company function effortlessly even
in fierce competition.

Sustainability of culture is important, especially in the changing times as it is easy for


organization to build a distinct culture but it is very hard to sustain it as expansion poses
a big threat to the organizations culture.

The best way to start is to ask yourself a series of questions. What are the most
important emotional forces that determine what your people do? What few behavior
changes would matter most in meeting strategic and operational imperatives? Who are
the authentic informal leaders you can enlist? And what can you and your fellow senior
leaders do differently to signal and reinforce those critical behaviors?

They can use the following strategies to take their business forward.

1. Perform a culture audit and set new expectations

Understanding whats unique about a companys heritage, whats strong in its current
culture, and what the culture is missing provides a solid base on which to build a culture
change effort. To gain this understanding, perform an audit of the culture.
Have one-on-one discussions with a broad sample of employees or conduct an
organization-wide survey. A review of cultural icons, such as a vision and values
statement or the insights of a founder that are passed around within a company, often
highlights some of the core elements of the culture. The audit must also probe a
cultures weaknesses to identify the shortfalls that are holding the company back from
achieving its strategic goals. For example, a cultural audit performed at one company
that used to operate through standalone country-based units identified an important gap
in global-mindedness that seriously compromised its ability to serve cross-border
clients.

2. Focus on results and build accountability

Culture is a means to an end, not an end in itself. The end is your businesss strategic
agenda. To create a culture that supports that agenda, set targets for the business and
be explicit about how these targets cascade down to individual managers. Then hold
managers accountable for delivering. Weekly and monthly reviews should focus on
performance against targets and pay close attention to problem areas. In
communicating these expectations, company leaders should focus on attaining
milestones and how each team and unit can contribute to achieving results.

3. Link behaviors to business objectives.

When people talk about feelings, motivations, and values all of which are vital
elements of strong cultures the conversation can often veer into abstractions. It may
then range far afield of what it takes to succeed in the market. Too many employees
walk away from culture-focused town halls or values discussions wondering how the
advice on how to be a better person actually translates into the work they do. To avoid
this disconnect, offer tangible, well-defined examples of how cultural interventions lead
to improved performance and financial outcomes. Select behaviors that are aimed
specifically at improving business performance and can be measured over time.
4. Work with and within your current cultural situations.

Deeply embedded cultures cannot be replaced with simple upgrades, or even with
major overhaul efforts. Nor can your culture be swapped out for a new one as though it
were an operating system or a CPU. To a degree, your current cultural situation just is
what it is and it contains components that provide natural advantages to companies
as well as components that may act as brakes. Weve never seen a culture that is all
bad, or one that is all good. To work with your culture effectively, therefore, you must
understand it, recognize which traits are preeminent and consistent, and discern under
what types of conditions these traits are likely to be a help or a hindrance. Put another
way, theres both a yin and a yang to cultural traits.

5. Find ways to inculcate the companys culture into new hires: The core values
that have been created in MART need to be worked upon and training should be
provided to the new hires so that they are comfortable with the culture of the
organization and are a part of it. MART should devise a method to check if the new
hires are culturally fit for the organization. Some companies with strong work culture like
Zappos have a policy of offering 2000$ in the first week to quit their job which ensured
that non committed people are eliminated.

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