Jan Bosch is research center director, professor, consultant and angel investor in start-ups. You can contact him at jan@janbosch.com or follow him on janbosch.com/blog, Linkedin (linkedin.com/in/janbosch) or Twitter (@JanBosch).


Why your corporate culture is wrong

Leestijd: 3 minuten

One of the human traits that I tend to forget about (and I believe many with me) is that we ignore well over 99 percent of all the information that our senses receive. If you don’t believe me, take the selective attention test as a case in point. In many ways, focusing our mental energy on the few things that really matter is a good thing. At the same time, it makes it hard to identify new things, developments and ideas.

In industry, companies with a strong culture have taken this concept and applied it to the organization as a whole. This results in a set of rules and constraints, based on a set of beliefs, concerning the things that deserve attention and those that do not. This culture often forms the basis for the company’s success during the first years.

The challenge, for individuals and for companies alike, is to identify when the ‘filter’ that we employ in our perception of the world is starting to fail. Especially in an age where the pace of change is accelerating, relying on a slow, bottom-up, organic process where new views and perspectives are brought into the organization over the course of years, is a recipe for failure. By the time the organization as a whole realizes the need for change, the needed change is already old news and the company is perpetually behind.

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