Culture Change...naaah...what a joke...!!!

I have joined Hexaware as a Software Engineer back in 2006. The core values of the company being customer satisfaction by adding value, honouring commitments and instilling entrepreneurial attitude in the employees which is more or less a market type culture that can be seen at every corner of IT Services Company in India. But there was a little team inside the organization which is more aggressive and a type of Adhocracy behaviour, an R&D division known as Innovation Labs. Although we mainly focus on experiential learning and contingency oriented approach, organization’s level of interventions will be more as they are more inclined towards business processes rather than culture change which became a fooling around idea. Though we tried to behave more agile, we came to know company tried to understand the underlying value but not willing to change so we were forced to meet more market oriented and process driven approach where clients were driven ahead of employees. This type of behaviour will exert a sense of ownership and will make every employee more process oriented rather than an out of box thinker.

The three specific ‘dynamics’ of the organization culture that have the most influence on those organisational members’ behaviour are the enacted values, Sense-making device and Adhocracy type behaviours. Using enacted values the organization can strive for supportive and collegial kind of work environment with the employees which will enhance the value addition to the company. These approaches will be driven by managerial kind of teamwork and support. The paradigm shift has to happen with in the company by enacting the employee behaviour. According to McGregor’s Theory Y, management strive to make employees more ambitious and self-motivated and exercise self-control. So, by shaping the behaviour of employees by making the sense of their surroundings i.e., by making them understand why and what the organization does, employees becomes more visionary and will indulge them in a sense of ownership. Finally, instilling innovation in a company’s DNA is always a prized catch. It requires an unwavering, wholehearted leap of faith—backed by a major investment, not only of money, but of people, processes, and infrastructure. It also requires audacious goals, evangelism, consistency, education, training, diversity, expert tools, expert processes, and an environment conducive to creating sustainable innovation results that are aligned with financial outcomes. The world's most innovative companies are authentic in word and deed. And it all starts at the top.

The Google's leadership team's faith in their innovation initiative is real—individually and collectively. And because they believe, they evangelize. You have to believe—as they do—that this new way of doing business will lead to success. You have to believe—as Wall Street does—that innovation is essential, not just important. (The difference is simple: The important, you put on a to-do list; the essential goes on a to-die-for list.) IBM tried and still trying to instill the so called out of box culture which is a more adhocratic one. IBM can't be google, Google can never become IBM...