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Growth Through Adaptive Cultures

Can your culture impact productivity, growth and profit performance?

Absolutely! Bad cultures destroy value and good cultures build value. 

At growthcurv we have worked with cultures in over 100 organisations across four regions of the world. Our primary work is to help renew growth by removing obstacles on your organisations growth curve. Sometimes we find cultures lag behind inspirational strategies. Cultures that are not aligned to the growth strategy (whether it be organic, M&A or transformation) act as road blocks

One of the most memorable examples of the destruction of value from culture clash is the DaimlerChrysler merger of 1998 where value dived from $35bn to $7.4bn in just nine years. To avoid culture clash, do your due diligence, don't get married if you are not willing to compromise and complete effective post-merger integration.

Examples of cultures we have worked with ...

Challenging Cultures

Enabling  Cultures 

Stepping Up outlines how to change cultures...and how some change overnight! 

Stepping Up: Lead culture change for diversity and growth in the Asian Century is a book about how to align cultures to renew and maintain  growth. It explains how cultures form, how they directly impact the productivity, performance and profit of organisations, industries and nations...and how you can lead culture change in your business or community to achieve goalsStepping Up includes the views of 100 leaders and dozens of cases studies to illustrate key points. 

growthcurv's deep understanding of cultures and cross-cultural management adds significant value to its work in implementing strategy and leading transformational change. This rare combination of skills is part of our USP.

Things to look out for in your culture

Culture Hand-Break or Culture Turbo Charge?

Cultures create systems and behaviours that can act either has hand-breaks or turbo charges that can affect progress when launching into new markets, transforming business processes, modifying service delivery systems or integrating newly acquired companies. If your growth is interrupted, don't  just address the obstacle on your growth curve (the symptom), looking for the underlying cause too. Knowing how to turbo charge your culture for success is a necessary 21st Century skill.

Know Your Hidden Assumptions

Assumptions can change overnight. Your culture assumptions are generally hidden and as they drive decisions its wise to uncover them early. They act like an anchor - holding old beliefs in place - and you can't move forward if you don't know how to release your people from their grasp. Discovering hidden assumptions can be challenging for leaders who shaped them. Our role as independent, objective and skilled culture strategists, is to help you discover them faster, painlessly, so that you can get on with driving change and delivering results.

Know your Culture Ecosystem

Organisations survive within an ecosystem of cultures connected via The Culture Circuit. The Culture Circuit influences you, your leadership, employees, customers, suppliers, investors etc. and we bring to work a range of values adopted from our schools, universities, home countries, sports clubs, religious institutions, previous industries and so on. How can you combine the values of everyone around the table and use them to achieve business goals?

Leading Culture Change sits with the CEO

Culture change was once thought to be the job of Human Resources. Now that people understand that culture is formed by founders, industry guidelines and market forces...and are reinforced by leadership and management decisions, your business systems and brand values, there is increasing recognition that a single functional department (HR) cannot change culture alone. Culture change is driven by strategy, vision and values so who is better to drive that change than the CEO?

Adaptive cultures aligned to strategy on your Growth Curve will produce results.

growthcurv's Managing Director, Pamela Young knows cultures. She has specialised in 'how cultures impact the bottom line' for 30 years and 

(see notes on paper )