What are successful corporate cultures?

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The purple culture level is the first “we” culture. As in a tribe with central leadership, there are cooperations and there is little division of labor. This is followed by the red level with few rules and a lot of energy and dynamism. This level is described as the culture of lone fighters and is on the “I” side. One level further and on the “we” side we come to the most widespread corporate culture. The blue level is the culture of loyalty. A high quality standard through rather inflexible rules. Unfortunately, this reflects the well-known silo mentality of strict hierarchies. On the orange level there is more collaboration again. The we culture of those seeking success is fast and very tech-savvy, and characterized by highly decentralized leadership. The culture of the team lives in a green matrix organization. With a great willingness to engage in dialogue, things are tackled in a process-oriented manner in close cooperation. This is followed by the yellow level with high diversity, the turquoise level with swarm intelligence. The top level, the coral-colored culture of transcendence, has a form that has yet to be defined.

The German economist Dr. Simon Sagmeister makes direct reference to thailand consumer email list the Graves model in his book “Business Culture Design.” Sagmeister ignores the first and last stages.

Humanity in Cultures
People work in companies. Each person is different and has their own story. Expectations are just as different as intrinsic motivation. Companies are complex constructs. There is therefore no typical cause-and-effect principle. If this is accepted, it is clear that corporate cultures are independent. They cannot be directly influenced or controlled.

It can happen that employees have closer personal relationships with one another. Different communication takes place here and different decisions may also be made. These informal channels have an indirect influence on the corporate culture.

The needs and desires of employees have evolved and have gone beyond purely monetary rewards. A foosball table in the office, however, is not enough to cultivate successful teamwork. There are many adjustments that need to be identified and turned.

However, a basic direction of corporate cultures can be outlined. Managers decide on a leadership style. As shown in Graves' model, the I or we viewpoints can be represented. If the company is traditionally managed in a patriarchal manner, the "leadership through fear" style of leadership is a direct switch to corresponding corporate cultures.