I would like to take you through the meaning of an exponential culture. How does it differ from traditional, outdated bureaucratic systems that we love to loathe?
The challenge most organisations face today is that they’ve got to solve problems differently.
And problems are generally people issues
In order to get these problems solved in a fast, agile way, you need to have the ability to run an exponential culture.
If you think about a traditional bureaucracy, you’ve got a very command-control based culture, whereas an exponential culture is different.
It’s a culture built around people that are taking responsibility for what they do.
They’re accountable for the problems that they need to solve. And they spend much of their focus on actually scaling at speed.
When you think of an exponential culture in organisations, most people think of Google. It’s where you’ve got squad-driven work that’s very fast, dynamic and highly effective in terms of getting the right output.
And it’s more a way of working towards a shared vision, as opposed to succumbing to a slow, siloed bureaucratic system.
There’s Are elements behind exponential culture that enables it
There are structural frameworks that allow people to express their potential and reduce the friction in getting things out.
It’s based on a strategy that gets us looking at how we think about value, the types of value that we need to be creating, and ultimately how we treat the individuals who make it all work.
Because it comes down to people.
And when you have a group of people with a very clear purpose, a clear grasp of accountability and responsibility surrounding what needs to happen, you start building on this framework of exponential culture.
And it’s a very progressive approach to culture.
Certainly as a CEO, I find it an incredibly important tool to enable our people to really develop into the best versions of themselves.
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