Organisational culture

Lee Liang Huang

General Manager, IBM International Holdings B.V. Singapore Branch

Leaders and leadership teams are the key elements in shaping the culture of an organisation. Several tools that we employ daily in our operation to mould our organisational culture are effective communication, recognition, people development and communal identity building, amongst a host of others.

My favourite tool is still effective communication. Communication can be done at multiple levels, between different target groups within the organisation, and through different media. We practice regular one-on-one communication with direct staff, regular staff meetings as a team, and town halls or all-hands meetings with larger groups of employees.

In today’s context, businesses are moving at incredible neck-breaking speed. The standard organisation now operates across national borders, time zones and cultures. Basic communication has also transcended into different modes. Conference calls, real-time chat lines, emails, webcasts, and leadership blogs are all used. Nevertheless, fundamental, effective communication is still one of the many vital tools to set the tone and the expectation of the culture of an organisation.

Tony Fernandes

CEO, AirAsia Group

At AirAsia, there’s this sense of being in a good family. We have this culture that emits positive vibes and encourages camaraderie while every player in the team sets about achieving our shared goals.

We’ve somehow managed to keep this uplifting atmosphere going for us, and we attribute our success to our collective faith in, and commitment to, our raison d’etre: Now everyone can fly.

Fleshing out the promises of our rallying cry is the reason we do every bit we can to succeed, including making sure that we have the right atmosphere at work.

Keeping our culture intact entails a lot. We have to make sure that we stay true to winning values and traits: industry, appreciation for diversity, discipline, flexibility, honesty, friendliness, passion for learning and excellence, and a genuine concern for the welfare of all.

Maintaining the AirAsia culture is a lot of work, but it doesn’t mean it’s no fun. We’re all quite happy contributing towards keeping what we call “Culture All Stars”.

It’s what our success has beed build on; and what keeps our staff coming back for more.

Martin David

Managing Director, DLA Piper Singapore

Management of an organisation in the 21st Century is blinded by modern HR science. There are a plethora of tools to help effect and promote cultural change. Fundamentally however, bringing about organisational change should be simple: it is the organisations and their increasing complexity in modern day multicultural society that makes change more challenging.

The keys to effecting change are the three ‘Cs’ – communication, communication and communication! If communication is clear and consistent, and the organisation has a focused vision and strong leadership that supports it, then cultural change will inevitably result. It is only a matter of the time it takes to do so.

Of course, a vision in itself does not necessarily create the desired culture. Establishing and defining that vision requires effective communication, utilising the usual organisational tools (such as mission statements, policies, and training). If you can get this right and the leaders “live” the vision through their words and actions, then within a realistic time frame cultural change should follow. If communication is poor, the change will be prolonged and the result uncertain.