The Reshaping of Corporate Culture.

10/10/01
By: Lisette Masur, HR.com

There is no doubt that the traumatic events of September 11th have forever changed the way we live, think and work. Almost overnight, disaster relief became a top priority among most organizations in the United States and worldwide. The generous expression of giving through cash contributions, donations and volunteer services served to ease the immediate pressure for the many families and businesses directly affected by the tragedy.

Complying with the orders of President Bush to “Get back to work and return to normal,” many companies have begun to refocus their efforts on continuing or reestablishing operations, while remaining mindful of the affects of September 11th and maintaining the intensity and integrity of the initial support efforts. American businesses must regroup and face the unprecedented challenges that lay ahead in continuing operations under a transformed environment and vision. A new culture of vigilance, adaptation, and flexibility has begun to emerge and gain support. As a result, the philosophy that drives the programs and practices of the organization must also be realigned to ensure consistency with our new attitude.

Shift in the Goals and Objectives of the Company:

Our expressions of patriotism have led to a renewed focus on quality service to customers, the community, and the country, requiring a realignment of the organization’s activities to more closely mirror and support these sentiments. The existing sense of “togetherness” serves to foster a collaborative culture, rather than a competitive one. Employees will be more motivated and united by a common mission, direction and new set of values.

Keys to a strategic organizational change:

1. Reduce and eliminate policies that foster internal competition between individuals and departments. Redirect the focus from individual awards and recognition to more united, collective and corporate accomplishments.

2. Foster an atmosphere of association and bonding by emphasizing a collaborative system and unified workforce where one entity is aware of what another does or how it functions.

3. Periodically co-mingle divergent departments or units to brainstorm on business strategies, new opportunities and improved policies. Encourage innovative approaches to optimize services and operations, while fostering a sense of a communal mission.

4. Intensify communication efforts through company website, newsletters, memos, etc. Focus on the fundamentals of a united purpose, quality service, open dialogue and mutual respect.

Redefining Disaster Recovery:

Clearly, the traditional definition of a “disaster” has been altered forever. Natural disasters, violent incidences, technological interruptions, fires and explosions were the typical events that were anticipated and planned against to minimize losses. However, acts of terrorism, biological contamination and other shocking notions have come to the forefront of our imaginations. Accordingly, it is imperative that organizations recognize the fear and necessity to revise and/or create a Disaster Recovery Plan that reflects these new priorities.

Keys to Formulation:

1. Acknowledge the unpredictability of the “type” of disaster that may be faced. The crisis management process should identify areas of vulnerability, develop avenues that reduce risk and prepare for rapid responses.

2. Reemphasize the importance of the safety and security of workers. Planning alternative evacuation procedures and training exercises will promote the belief that the company is equipped to handle an emergency in a timely manner, should it occur.

3. Prioritize the value and necessity of the company’s resources and determine the sequence of restoring those critical functions. Increase the focus on backup resources and create redundant sources for critical data and files. Be prepared to have alternate avenues available offsite to access vital information and maximize the ability to maintain standard operations in a crisis.

4. Identify the appropriate personnel to contact within the company and in the community in the event of an emergency. Partner with strategic community figures to establish an “Action Plan” for emergency responses. Having established procedures and arrangements to deal with unforeseen events will serve to build employees’ confidence and sense of security.

5. Create noticeable internal and external communication initiatives to communicate standard procedures and identify critical support personnel. This will empower employees with the ability to react appropriately in the event of an emergency. Although the September 11th tragedy has forced organizations to recreate, refine and re-establish the essential structure that supports its strategies, goals and objectives, it is possible and essential to learn from and manage the unforgettable occurrences of that disastrous day.