If culture eats strategy for breakfast, as Peter Drucker suggests, then it only makes sense to have a culture strategy. After all, what good is a brilliant plan that moves like molasses when it hits middle and lower levels in the organization? Not only does it spell business shortfalls, it can spell career damage and personal stress in a major way.
Up until now, culture has been hard to define. Not any more. Using just two words, Near and Far, CEOs can “decide” what kind of culture they need in order to be successful. A fast-growing, entrepreneurial company typically needs to add process and structure to deal with growth. The culture needs to shift more “Near.” A slow-growing organization typically needs to adapt to change in order to revitalize itself. The culture needs to move more “Far.”
A Near culture is one where decision-making is interdependent. People who get things done need to receive advice, approval or instruction from others before proceeding. A Far culture is independent in nature. People can make their own decisions while keeping others informed, or asking for assistance only if needed. While Near and Far can vary by task, in reality, companies have a Near-Far cultural comfort zone. Existing staff are typically loath to see it change. Comfort zone means low-risk zone. Few people are eager to put themselves at high risk. With 7 levels based on the metaphor of a driver:passenger relationship, Near-Far is precise yet easy to grasp.
A culture shift is exactly what is needed in order for strategic change to take root. Historically, culture change was led by a few fearless leaders. Today, that’s not enough. Leaders need the entire team to make the shift and the more they do so together, the greater the likelihood for success.
The benefit of the Near-Far Culture Shift method is that it makes both the current culture AND the needed new culture visible. How? By focusing on the very visible reality of “who gets to decide.” This makes the risks known and the downside accepted by top management as the price of moving forward! That is crucial because most senior leaders are themselves engrained in the old culture and need to consciously shift towards more Near or more Far. The Near-Far culture shift method does this with remarkable ease and precision because it is stunningly visible moment to moment. For more information, go to www.whosthedriveranyway.com.
p.s. Who’s The Driver Anyway? is now available as an e-book on Kindle for non-Canada Amazon account holders. Go to http://www.amazon.com/dp/B0051WJINC to view and purchase on-line.
