[Performance] The AI Era: Five Key Characteristics of a High-Performance Organizational Culture

This is the era of AI. No matter how much technology advances and ventures into space, what remains constant is the pursuit of 'high performance'. This is the focus of our discussion today.

 

 

The era of change is far from simple; it is an era of digital transformation. As always, various industries are adapting to 'change' through their own unique strategies. Among these challenges, companies are struggling to attract and retain talent. Moreover, the requisite skills are at an unprecedented level.

 

While it is natural to converge these factors, we are undeniably facing financially precarious challenges. We require an innovative methodology to address this difficulty. There is, however, a caveat: traditional organizational cultures are no longer effective.

 

So, what remains? The phrase we often encounter in such times is 'high-erformance culture'. We have established our direction: it is an approach that embraces change.

 

A high-erformance culture can be defined as 'a culture that empowers and fosters the growth of each employee based on values, beliefs, and philosophy'. Through a sense of ownership and accountability, it 'provides resources for continuous improvement, goal achievement, professional success, and business growth'.

 

In essence, this approach allows us to achieve two objectives simultaneously, departing from the traditional mindset that prioritizes organizational growth and adopting a causal mindset that recognizes individual growth as the catalyst for business growth.

 

According to a study by Professor Raj Sisodia of Babson College, 90% of respondents affirmed that corporate culture is crucial because it enhances productivity, performance, and ROI. This demonstrates that corporate culture is not merely a 'nice-to-have' but a fundamental element of business success.

 

What, then, are the characteristics of a high-performance culture?

 

First, it is characterized by supportive, inclusive, and empathetic leadership. Research indicates that 88% of employees feel loyal to empathetic leaders, and 90% believe that empathetic leadership increases job satisfaction. Furthermore, 87% consider empathy the foundation of trust between employees and leaders.

 

Second, it emphasizes respect for employees. Respect is the most critical factor in cultivating a high-performance culture. Employees who feel respected at work are more productive, efficient, and experience a heightened sense of pride and belonging within the organization.

 

Christine Porath's book "Mastering Civility: A Manifesto for the Workplace" reveals that experiencing incivility in the workplace can have severe implications for businesses. For instance, 48% of employees have intentionally reduced their work effort, and 66% have experienced a decline in performance after being treated uncivilly.

 

Third, it places an emphasis on learning and development. In today's society, where skills have a short shelf life, continuous learning and competency development are key drivers for business sustainability and growth. It is crucial to provide programs that address employee training needs.

 

Fourth, it promotes transparency in the workplace. An environment where employees can freely share their thoughts and ideas builds trust and fosters innovation and creativity. Jayashankar Balaraman, CEO of Engagedly, asserts, "Without transparency, there will be anxiety that precludes the possibility of a positive workplace culture."

 

Fifth, it empowers employees. True empowerment occurs when employees are given the autonomy, resources, and support they need to make decisions and execute tasks. This enhances employee confidence, motivation, and productivity, leading to greater engagement, collaboration, and workplace satisfaction.

 

Despite the importance of this high-erformance culture, many global companies still fail to give it adequate attention. They often seek quick fixes, which is a decidedly outdated approach. They continue to avoid asking fundamental questions such as, "Who is responsible for cultural change?" and "How do we create a high-performance culture in an unpredictable business environment?"

 

The AI era is akin to opening a door to an entirely new dimension, one we have never experienced before. It is a significant strategic error to view it merely as an extension of the Internet era. Aishwarya Khan of Engagedly warns, "If companies do not take proactive steps to provide an enhanced employee experience now, their future will inevitably fade over time." Managers and leaders must recognize that 'building a high-performance culture' is not a mere option but a necessity.

 

In fact, this awareness is not lacking; the insight is excellent. However, the impatience to achieve it all at once invites trouble. There is a saying that 'culture sometimes requires uncomfortable changes.' In essence, it means that you cannot attain it unless you embrace a 'new approach.'

 

For instance, 'empathy,' which is the core competency of a 'high-performance culture,' entails more than mere kindness and friendliness. It means understanding employees' perspectives and listening to their concerns and aspirations. This 'listening' can sometimes be uncomfortable. It requires accepting feedback that points out mistakes and engaging in honest discussions until employees are convinced about certain business decisions.

 

This process is one of building trust, but it can often result in the destruction of the tower you worked so hard to build due to poor handling of the objective. This is because another word for honesty is transparency, and this transparency is the stem of integrity. The final element is empowerment. Breaking the inertia that always follows the notion that 'there is responsibility but no authority' is a new approach to pursuing a 'high-performance culture.'

 

Therefore, today, we must critically examine our organizational culture. We must assess whether the organization is listening to our aspirations, whether leaders are considering our feedback, and whether we can utilize our responsibility and authority for our growth and sense of ownership.

Building a high-erformance culture requires a sustained investment of time and effort. Even AI cannot replace this human element. The only value and business performance that matters is that which is created by the dedication of all employees. There are countless ships anchored in the harbor with this route charted. Only when they set sail can they begin to 'build a high-performance culture.' I see someone weighing anchor.

---

 

▶ Reference https://blog.naver.com/hfeel/223250950045