By: Shatha Al Maskiry and Joy Abdullah
Culture– that all elusive and hard to describe organizational element that fuels how an organization performs– has had a lot written about itself. Yet there is no one-size-fits-all formula that can be applied, across board, for leaders to have the right cultural climate that results in increasing profitability for the organization.
Change in work culture has become a buzz word for many organizations in the Middle East today. However the organizations are still challenged to effect change failing to appreciate that a written statement with a handful of glamorous values plastered on walls will not do the trick.
The major shortcoming is that change is greatly undermined in terms of the effort, time and investment required. Change is an organizational wide transformation and we have seen it fail because it is not mandated by leadership nor is it communicated through practice in a consistent manner. Diffusing change requires partnership with the workforce and the organizational values must be closely aligned with the strategy and growth plans. If leadership does not lead cultural change, then the mass would; and in most occasions, they would disintegrate it into a collection of varied sub-cultures that are misaligned. This results in a culture of crumbs.
The reasons why change initiatives, in the Middle East, have often failed is because middle management impede it, and fail to see why they must invest a significant amount of their time as change champions. They fail to see the necessity of leveraging their interpersonal skills and eloquently communicate what is in it for the employees in order to create a inspiring engine to make the employees the agents of change; as no real change can be realized without involving all stakeholders.
For industries and their organizations across Middle-East and ASEAN region, business is a colonial legacy brought about through the presence of the multi-national organizations. Independent businesses spawned by employees of these corporates operate with similar cultures as the owners were used to during their employment days. The result of which is having businesses operating with yesterday’s tools and expecting a different result.
Aren’t we expecting a bit too much?
The colonial legacy, of Middle-East and the ASEAN regions, passed on what is primarily a very individualistic cultural business style.
Whereas the social culture, of both regions, are more community oriented with rigid hierarchy based on age. In the Middle East, it is also based on a diverse spectrum of factors because of imported talent of various nationalities from various fields and cultures.
Into this enters behavioural changes which people have had due to the global financial crisis of 2008 and rising adoption of technology. Social media, for one, has made the world a much smaller place and has led to the rise of self-interest based communities. Word-of-mouth referral has become a norm for success and failure of a business. Yet across businesses in these two regions we are yet to see a concerted focus on culture and its resultant impact on business strategy.
Asia today is the economic growth center for the world. Along with the twin economic tigers—China & India— the Islamic economy, centered out of Middle-East with its hub in Dubai, is adding to the economic growth and impacting across industries.
The Middle East economies have also put a concerted effort in attempting to diversify away from petro dollars. This is a major challenge that cannot be overcome unless there is emphasis and focus on a new type work culture.
A culture that is highly transformational in nature with a set of values that engages and builds bridges for and with the employees in order to mould a
mind-set that is agile enough to serve the current challenges of the new economy with a special focus on productivity and innovation.
This impact is felt by thousands of businesses, corporate and SMEs involved in generating this economic growth and, in turn, by the consumers in these regions. All of this has a direct impact on the culture that employee, entrepreneurs, leaders and their businesses display today.
Globally we are seeing how established industries are being disrupted by new businesses based on the culture they identify and put in place. The one common denominator for success across these organizations is the culture that they create to drive sustainability of their operations.
Can we achieve new results with old methods?
With 4 generations—Baby Boomers, Gen X & Y and Millennials all in the workforce now– and each generation having very distinct behaviours, developed through socio-cultural and educational conditioning, can we expect an organization to have engaged employees who are all on the same page with regards to organizational goals and its linkage to them individually?
There are several cultural gaps in Middle East and ASEAN organizations; hierarchy still exists, lack of flat communication, leadership always runs short of time or spend too much time fire-fighting, and there is a general theme where lack of trust and confidence in each other has become the norm until proven otherwise.
Although diversity is part of what compliments a cultural change, it has been a challenge at several organizations where diverse interpretations of events affect everyone very differently.
We need to look at new scenarios, perhaps disruptive ones, and benefits of the same to each generation, to create a culture that allows for a common purpose to be shared across these generations of people in the workplace. It all boils down to giving the people the value they deserve in developing the business.
How can we create new scenarios that actually work in creating an impactful culture?
- Respect: Senior leadership behaviour, in organizations, should communicate equal respect for male and female colleagues.
- Voice: Move away from the ‘master & slave’ attitude towards a more open ‘partnering’ attitude which provides an environment for employees to voice thoughts and ideas.
- Conversations: Create more opportunities for face-to-face in person, or through technology, interactions or conversations where issues successes and failures are openly discussed for its learnings and not to point blame. The more an organization talks, informally on work, the more engaged the employees get. This creates accountability as people want to do their work so that it helps their colleague.
- Trust: Create trust through the conversations, by bringing diverse people and skill-sets together on key business projects, and taking their point of view and making them accountable in delivering the agreed goals for the business.
- Passion: Recognise the ones with passion for the business and praise them for their initiatives and drive.
- Creating Culture: Culture is created either consciously or unconsciously. It exists. We know of it and actually do something to make that culture behave in a manner that is beneficial to the business or not is what defines success today. One may question and ask—how do I create culture as I am not in a position of authority to do so — the answer is that you can create culture in your unit, department, and work section if you consciously decide to do so.
The collective experience and behaviors of the employee is what sums up the organizational culture.
Culture is just like personality and leadership must create the goals, strategies, experiences, interactions, and rewards from the values it preaches in a consistent manner as every experience is a piece of the bigger puzzle. History forms pieces of the puzzle just like language, events, stories and work practices also shape the desired culture. Impactful change is about giving and taking and it can be achieved through formal strategy, systems, and measures with ownership.
Culture change requires changing behaviors and breaking old habits and this is realized through collaboration, training and coaching. In order to continuously reinforce a strong and successful culture change it has to be modeled, taught, repeated, recognized, and rewarded. The end result should be shared values and productive behaviors to create a healthy and harmonious environment.
About the co-author: Shatha Al Maskiry is a country managing director of Protiviti in Oman. She has 18 years of experience spanning across various consulting roles from process re-engineering, talent risk management, and digital transformation. She is also a certified coach and active in social services especially in coaching youth and students.