Building a winning culture

Abstract

Purpose

The article seeks to show that companies should and can build winning cultures.

Design/methodology/approach

A total of 365 companies in Europe, Asia and North America were surveyed for links between financial out‐performance and winning culture. Three dozen high performers were analyzed in in‐depth case studies; one from each region that has transformed its culture is presented.

Findings

Findings were that building a winning culture – which fewer than 10 per cent of companies succeed in doing, despite broad recognition that culture provides the greatest source of competitive advantage – requires five key steps: setting expectations, aligning leaders, accountability for delivery, organization‐wide consistency and communication/celebration. Winning cultures tend to display six key behaviours: high aspirations, external focus (customers and competitors), attitude of ownership, bias to action, valuing collaboration and striving for the exceptional. These can be measured through the daily performance of the company's front line.

Research limitations/implications

By definition, out‐performance is rare, but further insights into winning cultures may result when the survey of companies is extended to new regions, such as Latin America.

Practical implications

Practical implications are the winning culture key behaviours, key building steps and performance measurement identified. The article also shows that challenges and even crisis can help, rather than hinder, the transformation of a corporate culture into a winning one.

Originality/value

The article will help focus company leaders on the opportunity and challenges in building a winning culture. It identifies the key behaviours of winning cultures, key steps in building them, and how to measure their progress. It should be of value to all management levels from the chief executive to front‐line staff.

Citation

Rogers, P. and Meehan, P. (2007), "Building a winning culture", Business Strategy Series, Vol. 8 No. 4, pp. 254-261. https://doi.org/10.1108/17515630710684420