Pillar 5: Culture

The key idea of this chapter is the following: the culture of an organization is predominantly an output, not an input . It is the output which stems from a clear , a healthy structure, objective and effective leadership development underpinned by sound individual assessment and appropriate experiential learning. If these are all positive, reciprocal influences then they will be mutually reinforcing and the culture will also be positive as a result. Conversely if even one of these pillars is faulty then the organization’s culture will be undermined. Most writers on culture seem to think of it as some sort of psychological fire hydrant that can be sprayed all over an organization resulting in its general betterment. They portray culture as the lever to ensure sound strategy & structure, which guarantees outstanding leadership and a highly motivated workforce. But culture cannot thrive in a vacuum. If you cannot control the inputs you can’t produce the desired output. This chapter will also briefly examine the makeup of military esprit de corps (culture) and contrast this with the ingredients of the culture of international success in team sport. The components of these cultures will be analysed for their potential application to civilian employment organizations. I will also explore the culture of a UK Bank that has been publicly criticised recently and critique the health of its other four pillars. This chapter briefly addresses the question of governance , still a rumbling issue post the GFC.