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L’importance the la culture dans l’entreprise

La culture mange la stratégie comme petit déjeuner

- Peter Drucker

La culture est la fondation de l’entreprise

- Fal A. Diabaté
Dans la citation ci-dessus, Peter Drucker, le célèbre consultant en gestion, souligne qu'une culture forte dépasse même la meilleure des stratégies. Ce sentiment renvoie à l'idée que la culture, en particulier les cultures robustes, servent de prémices à diverses stratégies. Dans la même lignée de pensée, je crois fermement que la culture forme la pierre angulaire de toute entreprise.
Malgré la possession de solutions ingénieuses et rentables aux défis commerciaux, de nombreux entrepreneurs commettent souvent l'erreur fondamentale de donner une priorité excessive à la stratégie et aux produits au détriment de la culture. À mon humble avis, la culture sous-tend tous les aspects des opérations commerciales. Le destin de vos innovations, stratégies, produits, opérations, marketing, ventes et partenariats est étroitement lié à la culture cultivée au sein de votre organisation. En d'autres termes, la culture d'entreprise, également connue sous le nom de culture organisationnelle, constitue le fondement de votre entreprise. Qu'est-ce exactement que la culture d'entreprise ? Et pourquoi se détériore-t-elle?
En termes simples, la culture d'entreprise incarne l'identité, le cœur ou l'âme d'une entreprise. Elle articule le but de l'existence de l'entreprise et englobe un ensemble de croyances qui guident le comportement des employés et leurs relations professionnelles avec leurs collègues, leurs clients et leurs partenaires d'écosystème. Les organisations dotées de cultures fortes ont des déclarations clairement définies de vision, de mission et de valeurs. Ces déclarations servent de constitution organisationnelle ou de boussole morale, guidant l'entreprise loin des pratiques non éthiques. Il est impératif que tous les employés, du PDG au plus récent recruté, adhèrent à ces lignes directrices dans leur comportement et leur travail. Les décisions d'embauche, de promotion, de rétrogradation et de licenciement doivent toutes être prises conformément aux principes énoncés dans ces déclarations organisationnelles.
Lorsque le cadre fondateur n'est pas solide, toute la structure de l'organisation est compromise, entraînant une perte progressive de valeurs et un potentiel effondrement de l'entreprise. Lorsque les dirigeants d'entreprise ne prennent pas leurs déclarations organisationnelles au sérieux, ou lorsqu'ils les considèrent comme de simples formalités, ou lorsqu'ils donnent la priorité aux gains financiers à court terme plutôt qu'à l'intégrité à long terme, l'application des comportements désirés devient difficile. Par conséquent, la culture se détériore, rendant les stratégies inefficaces et érodant l'avantage concurrentiel de l'organisation.
La chute d'Enron en 2001 constitue un exemple classique de ce qui se produit lorsque les dirigeants ignorent leurs propres valeurs déclarées, permettant à des comportements non éthiques de devenir la norme et de corroder la culture. Les dirigeants d'Enron ont adopté des pratiques comptables trompeuses en raison de leur manque d'engagement envers une culture qui privilégiait la croissance financière par des moyens éthiques. Plus récemment, Wells Fargo, une institution bancaire de longue date et respectée aux États-Unis, a été confrontée à un scandale en 2016 lorsque des employés ont ouvert des millions de comptes non autorisés pour atteindre des objectifs de ventes irréalistes, mettant en évidence un désalignement entre la culture de l'entreprise et ses objectifs commerciaux. De même, Theranos, une start-up biotechnologique autrefois prometteuse, s'est effondrée en 2018 suite à des révélations de fraude découlant d'une culture de secret, d'une structure organisationnelle opaque et d'intimidations de la part de ses dirigeants.
Des scénarios similaires pourraient survenir lorsque des dirigeants d'entreprise tombent dans le piège de la synergie et poursuivent des ventures de fusions et acquisitions sans prendre soin de la préservation culturelle ou de l'intégration culturelle. Un exemple classique est l'acquisition de NCR par AT&T pour un peu plus de 7 milliards de dollars en 1991. Cette fusion a échoué pour diverses raisons, notamment un désalignement stratégique, une surestimation de NCR et des défis d'intégration. L'obstacle principal à une intégration réussie était le choc culturel entre les deux organisations : AT&T avait une structure hiérarchique et bureaucratique, tandis que NCR entretenait une culture ouverte et entrepreneuriale. L'incapacité des dirigeants d'AT&T à établir, s'adapter ou adopter une culture cohérente a finalement conduit à l'échec de l'acquisition. Après quatre ans, AT&T a scindé NCR en une entité indépendante.
Les cultures d'entreprise, ou cultures organisationnelles, servent de système nerveux aux entreprises. Chaque organisation établit un ensemble de déclarations éthiques centrées sur l'intégrité et l'équité. Pour incarner ces croyances et valeurs, les entreprises s'organisent généralement de deux ou trois manières : une hiérarchie traditionnelle descendante, une structure organisationnelle plate ou une structure hybride compliquée. Dans son livre "The Open Organization", Jim Whitehurst, ancien PDG de Red Hat, répond aux questions du pourquoi, du comment et du quoi pour les deux premières structures. Selon Jim, les structures organisationnelles descendantes commencent par le quoi (commandement et contrôle, planification centrale), puis passent au comment via la hiérarchie, les titres et le rang (qui sont considérés comme importants), et enfin abordent le pourquoi pour la promotion et la rémunération. En revanche, l'organisation ouverte commence par le pourquoi, pour susciter la passion, favoriser l'engagement, puis se concentre sur le comment, en mettant l'accent sur la méritocratie, en encourageant les perspectives diverses, avant de conclure par le quoi, pour faciliter la prise de décision inclusive.
Les entreprises en démarrage et de nombreuses grandes entreprises ayant une mentalité de start-up centrent souvent leurs thèmes culturels autour de l'innovation, de la collaboration, de la prise de risque, de la rapidité, de l'équilibre entre vie professionnelle et vie personnelle, de la méritocratie, de la focalisation sur le produit, de la croissance, de l'insurrection et de la disruption. Elles adoptent généralement une structure organisationnelle et de prise de décision plate pour favoriser l'agilité et la vélocité. En revanche, les grandes entreprises traditionnelles adhèrent principalement à un processus organisationnel et de prise de décision hiérarchique descendant. Leurs thèmes culturels tournent généralement autour de la centricité client, de l'orientation produit et processus, de nombreuses règles internes et de considérations minimales en matière d'équilibre entre vie professionnelle et vie personnelle. Bien que cette liste ne soit pas exhaustive, il est juste de dire que le manque d'adaptation culturelle rapide entrave le succès de nombreuses grandes organisations.
Quelle que soit l'entreprise, qu'elle soit en démarrage, semi-mature ou entièrement mature, l'ingrédient clé de son succès réside dans la qualité éthique de ses employés. Il est primordial que les fondateurs d'entreprise, les dirigeants et tous les décideurs croient fermement en et adhèrent aux valeurs culturelles fortes et bien définies qu'ils établissent. En incarnant constamment ces valeurs, ils méritent le titre de leaders aux yeux de leurs employés et partenaires. En revanche, le non-alignement du comportement avec les déclarations culturelles invite à des accusations de fraude. Comment une organisation peut-elle compétitionner efficacement, et inspirer l'énergie et la créativité des gens pour le bien commun si elle manque d'intégrité ? Comment peut-elle atteindre ses objectifs si la prise de décision est entravée par une chaîne de commandement complexe et multi-niveaux?
En tant que fondateurs et dirigeants progressistes d'entreprise, il est impératif de cultiver des cultures organisationnelles conformes à la lettre et à l'esprit de leurs missions. Fournir une structure qui s'aligne efficacement sur les objectifs stratégiques de l'entreprise est crucial. Montrer l'exemple à cet égard inspirera d'autres employés et partenaires, favorisant un cercle vertueux de succès. La culture sert de sauce secrète invisible de l'entreprise ; un colle magique qui unit les employés, les clients et les partenaires d'écosystème. Elle est aussi importante que le produit ou le service qui répond aux défis des clients, commençant et finissant avec les personnes. La combinaison de vos produits ou services et de votre culture forme votre avantage concurrentiel, l'un étant visible et l'autre sensible ; tous étant alimentés par les personnes?
Jusqu'à notre prochaine rencontre, continuez à améliorer votre culture.
Fal Diabaté
Managing Partner, Barra Advisory Group

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