{"id":4714,"date":"2022-01-13T19:02:48","date_gmt":"2022-01-13T18:02:48","guid":{"rendered":"https:\/\/www.valpeo.com\/?p=4714"},"modified":"2025-01-22T11:26:14","modified_gmt":"2025-01-22T10:26:14","slug":"its-an-illusion-that-you-can-just-pick-a-company-culture","status":"publish","type":"post","link":"https:\/\/www.valpeo.com\/nl\/insights\/its-an-illusion-that-you-can-just-pick-a-company-culture\/","title":{"rendered":"It’s an illusion that you can just pick a company culture"},"content":{"rendered":"

In many organizations, there has been a greater awareness of culture in recent years, but cultural transformations are often laborious, finds Catherine Maertens, partner at leadership advisory organization VALPEO. ‘Attention to culture and diversity must include understanding and valuing cultural diversity.’<\/p>\n<\/div><\/div><\/div><\/div><\/div>

In many organisations, there has been a greater awareness of culture in recent years, but cultural transformations are often laborious. Attention to culture and diversity must include understanding and valuing cultural diversity.<\/strong><\/p>\n

Business leaders have rightly made efforts in recent years to define values, which align with the identity they want to project, and introduce them into their organisations.
\nThis approach is based on the conviction that an organisation’s raison d’\u00eatre <\/em>is not only shown in products, services, activities and structures, but also in a culture that reinforces its reputation.<\/p>\n

Uniformity<\/h2>\n

However, it is not easy to get these values to actually live in an organisation. \u2018Despite the many efforts, one does not always get beyond slogans and symbolism. The transformation to a new culture is especially difficult when the proposed values strongly deviate from the personal motives or values of the employees.<\/p>\n

Moreover, if different levels of the organisation have different expectations, the new culture is in danger of introducing uniformity.<\/p>\n

Transformation challenge<\/h2>\n

Simply saying you think innovation is important will not make everyone in the organisation suddenly inclined to be innovative, and moreover, not every job requires creativity. Cultivating creativity in such a context can send signals into the organisation that lead to anxiety rather than connection.<\/p>\n

\n

‘The transformation to a new culture is especially difficult when the proposed values strongly deviate from the personal motivations or values of the employees.’<\/strong><\/em><\/p>\n<\/blockquote>\n

Cultural upheaval brings even more challenges. The culture of the organisation is often the externalisation of the people who were attracted by certain values. That makes it difficult to achieve a cultural transformation. Personal values are the externalisation of beliefs and goals that people pursue.<\/p>\n

A different approach<\/h2>\n

Those who believe that people are autonomous individuals, who must be given the space to express their capabilities, emotions and ideas, will be very receptive to a change-oriented culture, if only to be able to realise their own convictions and desires.
\nThose seeking comfort, on the other hand, prefer a culture of stability and group solidarity. In order to stimulate innovation in such an environment, it is important to create an atmosphere of solidarity and stability, where preferences and concerns are not abruptly swept aside.
\nIt is a long-term project to attract people who believe in the desired culture. But it also requires a completely different approach, especially in order to remove the concerns of the others, while respecting their value framework.<\/p>\n

Physical characteristics<\/h2>\n

In addition to culture, more attention has been paid to diversity in recent years. The under-representation of certain groups in professional life has led to more attention being paid to certain balances.<\/p>\n

\n

Just because you indicate that you think innovation is important, doesn’t mean that everyone in an organisation is suddenly inclined or able to do so.<\/span><\/em><\/p>\n<\/blockquote>\n

While more diversity should be welcomed, for example in management boards and boards of directors, what strikes me is that diversity is almost exclusively defined on the basis of observable physical characteristics, such as gender. That’s only the first step towards diversity.<\/p>\n

Cultural development<\/h2>\n

There is a need for more cultural diversity in values and thinking. You also find that diversity in values among customers. to be successful, an organisation will increasingly have to take into account the cultural diversity of its environment. Cultural development focuses more on understanding the underlying value frameworks of individuals in order to then take maximum account of them and ensure maximum success.<\/p>\n

You cannot commit to diversity and then impose a limited cultural frame of reference. You can only express expectations in order to achieve maximum alignment between personal motivations and the required development of the organisation. That starts with an understanding of what is going on, what concerns and desires shape the current culture of the organisation and how to respond to that without criticising or questioning it, because that usually leads to inertia.<\/p>\n

Diversity of thought<\/h2>\n

In addition to diversity in values, there is a need for diversity in thinking. You need people with different perspectives and frames of reference to reach a higher level of collective intelligence and enriching insights,\u2019 says Maertens \u2018If everyone thinks alike, there is a risk that creativity will not be sufficiently sparked. If everyone thinks alike, perhaps no one is thinking at all. This is severely underestimated. After all, past experience does not necessarily lead to more diversity in thinking, quite the contrary.<\/p>\n

\n

If everyone thinks alike, there is a risk that creativity will not be sufficiently sparked. If everyone thinks alike, perhaps no one is thinking at all.<\/strong><\/em><\/p>\n<\/blockquote>\n

VALPEO advises organisations on leadership and helps fill senior management positions. Our role as leadership advisor is to make clients aware of what cultural diversity really means.<\/p>\n

Creating connection<\/h2>\n

The trick is to connect. A unifying leader is someone who pays attention to all the values in society. Unifying leadership also means realising what values mean to people, that it is the externalisation of their desires, fears and beliefs.
\nIt is an illusion that you can just choose a corporate culture. You might be able to put extra emphasis on a certain value in a certain period, but essentially an organisation is a context of cultural diversity. You need to understand where particular values are underexposed and overexposed in order to redress the balance. Embrace cultural diversity to maximize its value because the market also demands more and more diversity. An organisation is a living system that needs to align with other living systems. Creating connection by understanding and valuing diversity is the ultimate key to success.<\/p>\n

What impact would <\/b>VALPEO\u2019s approach<\/b><\/span><\/a> have on your organisation?<\/b><\/h4>\n<\/div><\/div><\/div><\/div><\/div>
<\/a><\/span><\/div><\/div><\/div>
<\/span><\/a><\/span>

Article in Dutch<\/strong><\/p>\n<\/div>

Lees het volledige artikel in De Tijd – Tijd Connect \u2022 ‘Het is een illusie dat je een bedrijfscultuur zomaar kan kiezen<\/strong>‘<\/strong> \u2022 Met Catherine Maertens, Partner at VALPEO<\/p>\n<\/div><\/div><\/div>

<\/div><\/div><\/div><\/div>
<\/a><\/span><\/div><\/div><\/div>
<\/span><\/a><\/span>

Article in French<\/strong><\/p>\n<\/div>

Lisez ici l\u2019article int\u00e9gral dans L’Echo – Echo Connect \u2022 ‘C\u2019est une illusion de pouvoir choisir une culture d\u2019entreprise<\/strong>‘<\/strong> \u2022 Avec Catherine Maertens, Partner chez VALPEO<\/p>\n<\/div><\/div><\/div>

<\/div><\/div><\/div><\/div>
<\/a><\/span><\/div><\/div><\/div>

Over Catherine Maertens<\/strong><\/p>\n<\/div>

Catherine Maertens<\/strong> is Partner bij VALPEO. Met bijna twintig jaar ervaring in adviesdiensten helpt ze leiders en organisaties groeien vanuit helderheid, verbinding en betekenis.<\/p>\n<\/div>

Contacteer Catherine<\/span><\/a><\/div><\/div><\/div>
<\/div><\/div><\/div><\/div>\n<\/p>\n","protected":false},"excerpt":{"rendered":"

Learn how to align corporate culture with diverse values and thinking and why embracing cultural diversity and unifying leadership drives organisational success.<\/p>\n","protected":false},"author":1,"featured_media":5555,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[402,292,771,119,260],"tags":[538],"class_list":["post-4714","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-catherine-maertens","category-cultural-transformation","category-insights-cultural-transformation","category-insights","category-valpeo-culture-dynamics","tag-storychief"],"yoast_head":"\nVALPEO • It's an illusion that you can just pick a company culture<\/title>\n<meta name=\"description\" content=\"Learn how to align corporate culture with diverse values and thinking and why embracing cultural diversity and unifying leadership drives organisational 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