Every company has some form of a business strategy. It begins as a vision, evolves into a business plan with measured quarterly goals, and
sometimes matures into annual reports reviewed by shareholders and a governing body. Corporate business or small community business – the
focal point is a profitable business.
Seen less frequently is an equally proportioned corporate culture strategy. It is the driving force behind such things as the company’s
quality of business, the ability to adapt quickly to market or economic changes, client loyalty, collaborative teamwork, critical and
effective decision-making skills, personal and team proficiency, accountability, solution-orientated strategies and ultimately, performance
edge.
Business strategy and corporate culture are opposite sides of the same coin.
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The larger the gap or imbalance between the two strategies, the greater the profit loss. Money goes out
the window as the company slows down, becomes disorganized and continually changes priorities, causing a ‘de-evolution’ within the business.
Projects and tasks are left uncompleted while increasing conflict creates employee factions and “stuckness”. Statistics confirm that when a
company slides into this level of disorganization, the best employees leave while the least valuable people stay but in a state of ineffective
ambivalence.
Balancing business and corporate culture strategies increase profits and retention. The strength of any company lies in its alignment of the
two and the effectiveness of its leaders to demonstrate their balance. Hybrid companies learn to make their
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