"No matter where you go remember the road that will lead you home...” as from Master KG song.
That’s what culture will do for you as the entrepreneurial business grow into a global corporate.
Organisational culture does not only define the way things are done in a business but guide on where to start, go and end.
In fact it becomes the radar that directs the entrepreneurial ship to its intended destination as guided by the vision and mission of an organisation.
For sure many potential businesses have capsised because they ignored the power of an organisational culture in making or breaking processes of entrepreneurial success.
There can be many academic definitions/philosophies on organisational culture but there is no one size that fits all especially when it comes to practice.
Culture differs from one organisation to another. No wonder why most successful global businesses have been positioned as best brands from their culture.
It has become a signature that is totally unique in the way business is done, engage with stakeholders, societies and structure day to day operations.
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In this regards we are then left with nothing else but to revisit/explore our cultural matters for entrepreneurial stability, positive identity, sustainable growth and profitability.
To start with most entrepreneurial businesses operate haphazardly to an extent of not having strategic guidelines that are set to be born out of an engaged plan that talks the business beyond its current state.
Organisational culture should be part of this foundational setting into the prosperous future. The benefits of a strong and attractive culture are endless.
Just to mention a few it relates to the previous discussions where a business is able to attract/retain highly talented professionals.
The way things are done by some of our businesses (owners, leadership and supervisors) is toxic to this required achievement.
Where skills of members are not managed, upgraded and even mentored for better. Most of our entrepreneurs have a culture of pinning down potential talent that could have spearheaded sustainable success and growth of the business.
Through discussions and observations it shows that there is high turnover in our entrepreneurial businesses as the employees/members always seek to start their own instead of growing to be partners/shareholders with the owner(s).
It is there imperative to have an organisational culture that blends well to align with the overall objectives of the company.
For sure one main objective of our entrepreneurial business is growth yet related issues that deals with succession planning, training/developments and shared ownership are not considered as the culture running the show in our enterprises.
Of course it take two to tango that is the employer and the employee but the former as the owner of an enterprise should set pace (in the sense that real leadership create followers).
That is through being consistent with set values and beliefs that have been put in place for the business in its inception as well adjusted into the entire growth.
Most entrepreneurs/business leaders are found wanting as they always change goal posts to an extent of having divisions with a supposed to be systematically run business.
Just to remind the attitudes and behaviour of the stakeholders/employees is influenced by the culture (as inspired by the owner of the business).
A culture of innovation is key to the development and growth of our entrepreneurial businesses.
There is need to keep on searching and coming up with newer ways of doing production, carrying out processes and other operational matters.
The entrepreneur should develop mechanisms and invest in instruments that encourage creativity and experiments.
This relates to the Education 5.0 spearheaded by the Ministry of Higher and Tertiary Education, Science and Technology Development in Zimbabwe which has promoted a culture of innovation in all higher tertiary educational institutions.
It is a culture that has now seen mechanisation and development of Innovation Hubs for experimentation and new product development in the country.
Our entrepreneurs can do better if the same culture becomes part of their orientation.
Many have failed just because they want to be jerks of all trades through running business as an all-rounder instead of motivating others through effective management.
This has resulted in what I call structured silos.
A culture of teamwork has proved to be progressive over the years of which our entrepreneurs can also adopt in their operations.
People should not be put in teams but motivated to volunteer and belong into productive teams.
Of course leadership support is always needed using suitable styles that are contingent to the type of sector where the business belongs.
As we go forward culture should not be simplified to just a general way(s) of doing business but to go further into a practice that is quickly converted into production for profitability.
- *Dr Farai Chigora is a businessman and academic. He is the head of management and entrepreneurship at the Africa University’s College of Business, Peace, Leadership and Governance. His doctoral research focused on business administration (destination marketing and branding major, Ukzn, SA). He is into agribusiness and consults for many companies in Zimbabwe and Africa. He writes in his personal capacity and can be contacted for feedback and business at [email protected], www.fachip.co.zw, WhatsApp mobile: +263772886871
