Manifesto for a new management culture

Two years of pandemic has given us a profound rethinking of the approach to work, organizational dynamics, management style, personal and corporate values ​​and their priorities. Despite this, various stated and / or traded management models exist side by side: some remain rooted in pre-pandemic logic and resist the inevitable change in the market (and not just in small realities) with the risk of no longer finding people who are willing to accept them; others see a great transformative and evolutionary opportunity for organizations despite the uncertainty and volatility of the context; still others consolidate the new approaches that had already taken place in recent years.

New approaches …
But what model should organizations and their leaders be inspired by to meet the new scenario? Let’s start from the basics: The company is an organization made up of people who work together to pursue a goal that produces value for all stakeholders. Here’s the thing: humans are the source, not just a resource. It is therefore from them that we must begin again and rethink everything from a human-centered perspective. But not only. The new management culture must also be purpose-driven rather than solely and exclusively profit-oriented. Because? Because numbers are not an exhaustive measure of the value creation of a company or its economic value: customer satisfaction, the performance of relationships with suppliers, commitment and energy of employees, the impact on society and reputation are all dimensions to be considered along with profit in a holistic approach that can no longer be ignored.

… And new leaders
How does this attention to purpose and people translate from a management point of view? First and foremost, as a leader, we need to be aware of what drives us and the people we work with and how it relates to the company’s mission. Be careful not to approach these aspects superficially: purposefulness and inconsistency would be apparent and customers, suppliers and employees would quickly distance themselves from the company. New leaders do not seek power or recognition, but work to create an environment where others can develop and succeed. For their part, people want to work in organizations that pursue meaning as well as profit, and companies that succeed are more likely to create long-term value: Identifying and pursuing a purpose serves the entire business, profit inclusive.

A matter of feeling? No, appropriate
Managers are therefore responsible for permeating the entire organization with the purpose: they must work with people and culture, with evaluation systems and processes, avoid the cultural separation between people and the company. Today, we talk more and more about cultural adaptation, precisely because we are aware that one of the main reasons for turnover or company malaise is the distance between values ​​between people and the company: people who share the organization’s values, support, support and promote the purpose. And a rational adaptation is no longer enough, we need a concrete connection between people and culture: individuals must identify with it, take care of it and develop a deep sense of belonging. The sharing of values, the connection to the company’s feeling, the consistency of the leadership performed has a strong influence on people’s motivation and thus on performance, on commitment and on the retention rate. This approach is also driven by appropriate policies for skills development, learning and pathways career: to provide individuals with mechanisms and tools for the purpose of service, supported by a culture of feedback, represents a critical element of success for the company to be fully oriented towards “the ultimate meaning of its existence”.

A cultural challenge
With the pandemic, this need for “meaning” has become even more urgent, so much so that after the health crisis, we are now experiencing a cultural emergency on organizational models. In a highly diversified context, virtuous companies are encouraged to guide companies that have not yet embarked on a path of change: they should promote a culture that makes work and companies more sustainable through a renewed and focused management model. on human value.
Yes, why not gather the best experiences, reflections and suggestions and put them at the service of our entrepreneurial structure? What are the benefits of Italian culture in implementing a model as described above? And how can it be improved? Purpose, learning and commitment are the 3 pillars on which one can base the answer to this challenge.


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