Michael LoebbertMichael Loebbert Cultural patterns and corporate success

02/04/2009 by Michael Loebbert

A Gallup poll from last year in German companies shows: 67 percent of employees make work to rule. Cause was the lack of leadership culture, of real self-evident characteristics such as esteem, respect, personal development opportunity and involvement in decisions. The damage to the economy because of the lack of innovation and frustration of customers projected at around 100 billion euros. Could in any case, even better, right?

About the positive relationship of cultural characteristics such as performance, trust, responsibility and autonomy with the success of companies, there are a large number of scientific findings and personal perception. It is more difficult to say which pattern in detail leads to success. Comparative studies depend on time and location: examples of American companies on the east coast of the early 90s do not necessarily answer to our questions today. Seemed earlier features such as stability and identity speak for superior cultures, there are now flexibility and diversity taken for granted. In the end responsible leaders must say what they think is right and what they want (reasonably related to an actual culture analysis of their enterprise).

Ever more powerful cultures differ

  • by openness to other internally and externally, in contrast to autism and isolation,
  • liberalism in the sense of positive appreciation of other perspectives, in contrast to the prevailing fundamentalist attitude,
  • diversity as a richness and internal structure in contrast to the uniform.

These are the consistent results of comparative cultural and historical studies. Derived from this I have detailed and described some specific patterns from “adaptibility” to “trust”.

About the author:
Dr. Michael Loebbert is Coach and Management Consultant and author of the montly publication “Change Management Short Cut“.

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