Competitive Advantage through Culture – How to Create It

Getting a running start gives you a Competitive Advantage through Culture

The Competitive Advantage through Culture
Most business leaders talk a good game about wanting to create a high performance culture, but few fully understand how to create the environment to get the most out of their people in a way that accelerates their strategy.  They don’t know why or how they should create a competitive advantage through culture. The founder of Southwest Airlines, Herb Kelleher, said it best: “Everything [in our strategy] our competitors could copy tomorrow. But they can’t copy the culture—and they know it.”  That’s what keeps Southwest as a leader of the pack.

All well and good.  But how do you go about creating a true competitive advantage through culture?

The Definition of Corporate Culture
Culture is how things truly get done in an organization.  A high performance culture occurs when the unique beliefs and ways things get done at your company are understood, consistent and leveraged to best achieve your unique strategy.  In the strongest company cultures, employees act in ways that help, not hinder, the overall strategic agenda, even when no one is watching.

No Two Organizational Cultures are Alike
While many companies are similar, each is distinctive enough so that what works in one organization will not necessarily succeed in another.  The key is to determine what culture will be most effective in achieving your specific strategic priorities in your unique industry.  Will your business thrive with tight structures or flexible guidelines, emphasis on low costs or high quality, predictable products or innovation?  That is for you to decide.

The What
Culture may seem difficult to measure or to change, but the effort is worth it.  Our organizational alignment research found that an effective culture accounts for 40% of the differential in business performance between companies in areas such as revenue growth, profitability, customer retention and employee engagement.  Here are some of the attributes of high performing culture:

  • Organizational Health – Think of organizational health as the combination of behaviors and corporate values that are consistently lived across an organization. In general, organizations strive to be healthy, and people want to work in a healthy environment.  An organization must be healthy enough to set the stage for high performance; but health alone will not set you apart from your peers in terms of business results or talent management.
  • Performance Management – The next ingredient in creating a high performance culture is your performance environment. We believe that people change when their environment changes.  We also believe it is a leader’s job to create the circumstances to consistently get the most out of their people in a way that fits with the organization’s core values, behaviors and strategies through clear direction, transparent performance status, and aligned motivation that is meaningful.
  • Strategically Aligned Culture – The third, and often the least effectively used, ingredient required for building a high performing culture is the alignment of your culture with your strategy. The goal is to design a purposeful culture that is 100% aligned with moving your business priorities forward in areas such as customer intimacy, market approach, decision making, focus, operational variation, risk and results.

The Bottom Line
There is no underestimating the powerful impact of committed leaders to building a high performance culture that is aligned with strategic priorities.  The degree to which senior leaders model, encourage, and promote the desired behaviors to move your strategy forward is the measure of the success of your culture transformation.  Is your culture creating a competitive advantage?

To learn more about creating a competitive advantage through culture, download The 3 Levels of a High Performance Culture

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Intuit

Congratulations on your pro-activity in establishing this program and developing such an effective New Employee Orientation course.

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President and Chief Executive Office

Fujitsu

“We turned to LSA to help us custom design and deliver a leadership and management development curriculum to help drive performance. They have done an excellent job diagnosing the business situation, designing an approach that fits our culture, and delivering a first class solution.”

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VP Human Resources

We partnered with LSA to pilot a customized behavioral interviewing program to help ensure that we continue to hire the best and brightest as we continue to rapidly scale. LSA’s ability to understand our business and our unique culture combined with their desire to ensure that the best practices framework truly fits our performance environment and is highly adopted by our people is a real blessing. Most other firms want to just ‘give you training.’ Not LSA, they are focused on helping me hit our hiring forecasts and attract A players.

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AKQA

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VP of Human Resources

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Jeff Rangel
Director of HR

The Next Generation Management Development courses have helped me communicate more effectively with my peers and teammates. By utilizing effective communication techniques such as clarifying and confirming, and asking open ended questions, I have been able to clarify and understand information in situations where I would have otherwise asked limited questions and made false assumptions.

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Firmware Engineering Manager

LSA is an instrumental training outsourcing partner in helping us to build management capacity and strategically invest in our people. Their flexibility, depth, and breadth of expertise allows us to deliver top quality solutions that are directly tied to key business plans. Their ability to custom design, deliver, and evaluate our Management Curriculum has been excellent. They are true business partners and a pleasure to work with.

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Vice President, Human Resources

Hyperion

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Vice President of Human Resources

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HR Manager

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Duane Schroeder
Human Resource Manager

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