#HR #RRHH Making love and making personal #branding #leadership

Anyone who’s celebrated a significant work anniversary knows just how a company can change over the years—who has a seat at the table, what customers expect, the most coveted skills. But there’s just as much that stays the same: what your brand stands for, the shared lexicon, your unique culture.

We use the term organizational DNA as a metaphor for the underlying organizational and cultural design factors that define an organization’s personality and determine whether it is strong or weak in executing strategy.

Most organizations in the world are finding it hard trying to instill virtuousness in all their departments. It is not as if they are not attempting to have it instilled in their everyday activities but somehow they just can’t seem to make it work. Such case is majorly for those who tend to know its values and what it can bring to the organization in the long run. However, such implementation has not being possible in any way. This is based on the fact that there are factors or variables that have been able to slow down the implementation processes. The major aim of this write up is to critically analyze these factors and then point out how they can be briefly deal with.

How can an organization both exploit and explore? Managers, consultants, and academics around the world have long wrestled with this question. Some have responded by developing a concept known as “ambidexterity,” an organizational capability of fulfilling both managerial imperatives at once. But simultaneously managing today’s business while creating tomorrow’s goes beyond being ambidextrous. There is a third, even more intractable problem: letting go of what made you great.

Managers exploiting current businesses develop mindsets based on what they have experienced in the past. Such mindsets become further embedded in systems, structures, processes, and cultures that are self-perpetuating. It’s hard for managers, especially those who excel in the current system, to explore new unchartered terrain. And even harder for them to notice that many entrenched mindsets have lost relevance in changing circumstances that require exploring for new businesses. Bottom line: Before you can create, you must forget.

Neuroscience research shows how new organizational practices can shift ingrained thinking.

If organizational challenges create a sense of urgency for change, then this chart clearly shows that the majority of leaders are doing a poor job of explaining those challenges.