Robert Davis


WT DEBATE: Stronger culture? Company A or B?

Imagine two services companies – Company A and Company B.

Company A, whose culture has a people orientation, provides a range of employee career development and training opportunities. Management regularly shares information with employees concerning the overall status of the company, recent wins and losses, its vision and strategy, financial information, and planned changes and investments.

A percentage of the profits generated by the company are invested within the company to increase employee credentials and knowledge, and to foster innovation.

Infrastructure and employee investments are viewed as critical elements of successful project execution and future success; they serve as a foundation to sustain growth.  IT is considered to be a business enabler.

Company A’s top management is available to customers, even when there is not a problem, and employees who wish to share ideas or ask questions. Management recognizes that wisdom and knowledge resides across the company and are ready to listen.

A noteworthy portion of the company’s new business arises from leads generated by organic growth.  The company has a team-based view of its organization and market objectives. The fruits of success are widely shared. 

Company B, whose culture has a task orientation, has a different culture than Company A.

Company B provides no professional development for employees unless explicitly called for in the contract. Employees do not know the overall well-being of the company, for example, overall financial health, recent wins and losses, strategy, or management’s planned direction.  Profits primarily accrue to management as a result of their leadership.

Overhead costs are highly suspect and must be kept to a minimum.   IT is considered to be a cost center.

Company B’s top management rarely meet with customers; isn’t that the program manager’s job?

Almost all new business leads are generated based upon old-fashioned networking by senior managers. The organization has a hierarchical view towards its organization structure and employs a chain-of-command approach for internal communications.  The fruits of success belong to a select few.

How are these two companies’ brand perceived by their respective stakeholders especially employees?

Companies have two brands: internal, with employees, and external, with customers and the industry. Which company has the stronger brand?

Which company’s employees have higher motivation to help Recruiting fill those unfilled open positions? 

Which company is better positioned to thrive in today’s bear market? Is your company’s culture and management system positioned for the long-haul?

Post your thoughts on the pros and cons of Company A and Company B in the comment field below. Let’s get the debate started.

About the Author

Robert Davis is a 35-year veteran of the government IT marketing and has held positions large and small firms in areas such as marketing and sales, program management, business development and market development. He is an expert in business development, marketing, and management.

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