Business Times Singapore (12/02/10) Thomas, Howard
A strong core ideology and culture can provide corporations with a long-term competitive advantage. At the same time, companies must be aware of the necessity of change and adapting. Company leaders should understand the interrelationships and processes in systemic change, focus on high-leverage areas where focused actions can produce significant improvements, and should look for enduring solutions rather than a quick fix to problems. Companies also must cultivate trust and reputation, which can be intangible assets for an organization. While Asian managers are known for outstanding work ethics, analytical talent, and a sense of humility, capability gaps often include a strong acceptance of hierarchy, an aversion to change and risk-taking, and a lack of diversity. This also can hinder a company’s ability to engage in constructive dialogue, debate, and decision-making. In his article, author Howard Thomas recommends that Asian managers alter their corporate culture to create one with more empowerment, openness to change, and engaged employees.
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Culture management amid the ongoing recession and with generational differences in the workplace becomes even more of a strategic imperative. If you change the culture, you change everything.