Sustainability is a trending topic at international forums these days. Yet not many companies are fully embracing its tenets. The term is usually defined as seeking to achieve today’s aims without compromising future generations’ abilities to accomplish the same. On the one hand there is the intent as in what do the sustainability norms of any company seek to accomplish. Then there is the approach of executing the plans laid out in the corporate strategy. Four kinds of organizational cultures have been identified within this context. There is the Collaborative style where the company seeks to achieve goals together as a unit. There are those known as Create cultures where innovation takes top priority. Result oriented ones can be categorized as Compete cultures. And then there are the Control ones, where the set hierarchy, stability and efficiency are the buzz words. Within the Asian context, some markers have been identified which must be followed in order to execute such sustainable practices. First of all, the senior leadership has to be vision, commitment and authentic engagement in striving to achieve such norms. The company structure has to be created in such a way that leadership expectations may be set in stone. Employees must be thoroughly engaged so that they feel the motivation to bring out sustainable practices of their own. Specific resources and capabilities need to be designated towards achieving these sustainability goals.

Source:http://csr-asia.com/csr-asia-weekly-news-detail.php?id=12601

A major challenge befalling players at several industries now is developing sustainable high performing units. For this three things matter the most. They are- present performance, long term corporate strategy and industry situation. For agricultural commodity makers, keeping prices low is critical while for the software industry, it is pertinent that innovations are designed to ease clients’ work. Beyond the alignment, the company must also be able to execute its strategy effectively. It needs to be adaptable to constant changes or disruptions. The company must also have the perseverance to see out its plans. At Ford for example, only the core brands remained a part, all other investments or divisions like Aston Martin and Jaguar got divested off. Haier is one Company that has staved off every disruption thrown at it, growing with each such challenge.

Source:http://www.bain.com/publications/articles/building-your-own-high-performance-organization.aspx

Several organizations in the present scenario are grappling with ways to foster an environment conducive to developing business innovations. Sometimes the ideas may be innovative, but there are glitches during execution. Fr developing a culture of innovation, it is pertinent that company leaders encourage experimentation. Such experimentations will often lead to failures, but those failures must be seen as part of the learning curve. Constant testing must be done to see how the ideas work out in the real world. With such steps taken, can organizations ride through the ongoing digital transformation. The members of the C-Suite must take up these ideas so that such a thought process can permeate down across the organization.

Source:http://www.forbes.com/sites/danielnewman/2017/01/10/how-to-build-an-innovative-workplace-culture-with-experimentation/#6f4b33b962e4

Human beings like all other animals on earth have always thrived on trust. In fact a recent survey of CEOs by management consulting giant PWC reaffirmed how trust is important to businesses with more than half of them claiming that erosion of trust being a severe threat to any line of work. Trust can be attributed to money but equally important in non-monetary relationships such as in family. In spite of the ruthless competition that gets touted, human beings ultimately seek the comfort of team bonds. Public universities also thrive due to the trust that people accord such institutions. The study mentioned also found out some interesting pointers clearly proving the tangible benefits of organizations built on trust. At such places the energy levels of employees get more than doubled leading to high motivation levels. Such firms experience 13% lower absenteeism, a third less stress for the employees and three-fourths of them reported to be engaged. In fact there was a twenty nine percent rise in overall satisfaction levels with life and work. Studies conducted by Citibank and LinkedIn also confirm this trend of employees seeking trustable organizations to work in. During the hiring process, due regard must be maintained for emotional security.

Source:http://www.forbes.com/sites/williamcraig/2017/01/10/further-evidence-that-trust-is-the-no-1-ingredient-for-a-strong-company-culture/#174b055c6744