Botswana Guardian

Why organisati­ons should invest in their culture

- Veron Mosalakata­ne

Culture is the main di erentiator that makes or breaks any organisati­on. If it is well designed and institutio­nalised it gives people a sense of belonging, common purpose, creates strong teams, improves wellbeing of workers, productivi­ty, and organisati­onal excellence. Organisati­onal culture plays a pivotal role in shaping various aspects of a company’s functionin­g, in uencing everything from employee and customer satisfacti­on to strategic execution. e following are some of the reasons why culture is important and why all organisati­ons should invest in it. Firstly, a positive organisati­onal culture promotes employee wellbeing by fostering a supportive and inclusive environmen­t. When employees feel valued, respected, and supported by their peers and leadership, it contribute­s to their overall happiness and satisfacti­on at work. A healthy workplace culture cultivates a sense of belonging and purpose, fostering higher levels of engagement among team members. When individual­s feel valued and appreciate­d within their work environmen­t, they are more inclined to invest their energy and creativity into their tasks, leading to heightened job satisfacti­on and overall well- being. Additional­ly, such a culture prioritise­s open communicat­ion, trust, and collaborat­ion, thereby reducing stress levels among employees. Furthermor­e, a supportive culture actively addresses mental health concerns by o ering resources such as counsellin­g services, mindfulnes­s programmes, and exible work arrangemen­ts. By nurturing employees’ mental well- being, organisati­ons create a conducive environmen­t for personal and profession­al growth. Ultimately, this leads to increased productivi­ty, better retention of talent, and a positive work environmen­t conducive to innovation and success. Secondly, culture sets the tone for teamwork in an organisati­on. A healthy workplace culture fosters an environmen­t of trust and mutual respect, where individual­s feel comfortabl­e sharing ideas, providing feedback, and working together towards common goals. When team members trust one another and feel valued for their contributi­ons, they are more likely to collaborat­e e ectively and leverage each other’s strengths. Additional­ly, a positive culture promotes clear communicat­ion and transparen­cy, ensuring that team members are aligned in their objectives and responsibi­lities. is facilitate­s smoother coordinati­on and reduces misunderst­andings or con icts that can impede teamwork. Moreover, a supportive culture encourages diversity and inclusion, allowing for a variety of perspectiv­es and approaches to problem- solving. By embracing di erent viewpoints and experience­s, teams can generate more innovative solutions and achieve better outcomes. irdly, a healthy organisati­onal culture fosters trust among its members through various means. Firstly, it promotes transparen­cy and open communicat­ion, ensuring that informatio­n flows freely across all levels of the organisati­on. When employees feel informed about company decisions and are encouraged to voice their opinions and concerns, they develop a sense of trust in their leaders and colleagues.

Additional­ly, a culture that values integrity and ethical behaviour reinforces trust by demonstrat­ing a commitment to doing what is right, even in challengin­g situations. Furthermor­e, when employees are recognised and rewarded for their contributi­ons, they feel valued and respected, strengthen­ing their trust in the organisati­on’s leadership and their peers.

Fourth, a good culture plays a pivotal role in fostering diversity, equity, and inclusion ( DEI) within an organisati­on.

A healthy workplace culture that values and celebrates diversity not only attracts a wide range of talents but also ensures that all employees feel respected, supported, and included regardless of their background, age, or identity. By promoting open- mindedness, empathy, and mutual respect, this culture enables individual­s from di erent generation­s— such as Gen Z, Baby Boomers, Gen X, and Millennial­s— to bridge their di erences and collaborat­e e ectively.

It makes these diverse workers to acknowledg­e the unique perspectiv­es and experience­s that each generation brings to the table.

For instance, Baby Boomers may o er wisdom and experience gained over decades of work, while Gen Z might bring fresh insights and technologi­cal savvy. Rather than viewing generation­al di erences as a barrier, an inclusive culture recognises them as valuable assets that contribute to a diverse and dynamic workforce.

Overall, a culture that prioritise­s diversity, equity, and inclusion not only fosters a sense of belonging among employees but also maximises the potential of a multi- generation­al workforce by leveraging the unique strengths and perspectiv­es of each generation.

Fi h, culture in uences employee’s behaviour at work and how they implement the strategy. While a well- cra ed strategy provides a roadmap for achieving organisati­onal goals, it is the culture that ultimately determines whether that strategy succeeds or fails.

Therefore, if it is misaligned to the overall strategic direction of the organisati­on, it falters everything the organisati­on is doing starting with poor execution of the strategy. erefore, by nurturing a culture that embraces the strategic vision, organisati­ons can enhance their ability to execute strategy e ectively and achieve sustainabl­e success.

e Author is a member of Organisati­onal Excellence Specialist­s in Canada, holds Master of Science in Strategic Management, is a Certied Manager of Quality and Organizati­onal Excellence from America Society for Quality. He is also a Certi ed Profession­al Excellence Assessor, Master Excellence Trainer, Lean Six Sigma Greenbelt, ISO 9001: 2015 Certi ed. Contact: 72211182, Website: www. iqm. co. bw and Email: veronmosal­akatane@gmail.com LinkedIn: Veron Mosalakata­ne

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