Establishing and maintaining a strong workplace culture is a major undertaking for any organization. But when your organization grows 300 percent in the space of a year, holding onto the culture and values that led to such success becomes an uphill battle. That’s the challenge that Ron Storn, VP of People at Lyft, took on when he joined the company—how do you keep values alive while your organization is growing at a dizzying rate?
Blatant discrimination is now a much rarer phenomenon in the workplace than it used to be. Since the introduction of modern legislative policies (i.e., affirmative action in the USA and the Employment Equity Act in Canada), along with the increased awareness of social justice, issues pertaining to systematic or blatant discrimination in the workplace have decreased in the last decades.1
Zappos holds the distinction of being one of the largest online retailers of clothing, shoes, and accessories. But for entrepreneurs and corporate leaders, it is much more than just a profitable business. Zappos ascribes its success to its values-based culture, and its culture stories and unique best practices are well-known. The company has become a clear poster child for culture, leading to the creation of Zappos Insights, “a team within the Zappos Family of Companies created simply to help share the Zappos Culture with the world.”
Josh Bersin, principal and founder, Bersin by Deloitte, Deloitte Consulting LLP, fascinated the crowd with the interesting perspectives on culture he shared at the 2nd Annual Ultimate Culture Conference. He started by sharing some interesting data and insights about why culture is important. He followed that explanation with a summary of five key trends driving culture today.
When called upon to institute major organizational transitions, business leaders need help navigating the process of implementing cultural change. Consequently, they call upon people from a wide array of disciplines (change management, project management, organizational design, IT, HR, leadership development, strategic planning, business relationship management, etc.) to fulfill this need. I refer to the professionals who provide this guidance as “change practitioners,” regardless of what discipline they represent or whether they operate as internal employees or external consultants.