Organizations With The Most Successful Collaboration Programs Use A Formal Approach To Manage Cross-functional

3 Simple Ways Entrepreneurs Can Facilitate Diversification

How do you embrace diversification as an entrepreneur? Here are three very simple ways.

Pivoting is the “buzz word” that everyone is using today, because there are no cookie cutter solutions out there for entrepreneurs. Business today is not what it was 10-20 years ago, 5 years, or even 1 year ago, the landscape has changed so much and you have to be able to pivot and execute quicker, more efficiently, and most of all more effectively than ever before. There are a ton of opportunities out there, but you have to be nimble and stay on top of what is happening today! Let us know your thoughts! 

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Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members.

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FUNDAMENTALS OF COMPANY CULTURE — BEHAVIORS ASSOCIATED

Everyone wants to improve their company culture. Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time. Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is.

What Is Company Culture?

Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled. We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do things” — but it doesn’t explain why we are doing those things. Culture includes that why.

Measuring Company Culture

We can’t. And we don’t want to. Culture isn’t meant to be measured. Why? Because culture, technically defined, is the artefacts, espoused values and beliefs, and basic underlying assumptions that people have. And that can’t be measured quantitatively. Measuring/ quantifying it may erode the point of culture. Culture is an organization’s compass for behaviour. It’s what people use to decide what actions are acceptable, and what are not. For example, at some places it may guide people to publicly report a mistake. At other places, it nudges people to brush a similar mistake under the rug.

Measuring culture is like saying we want to measure a compass. We can pick it up and say, “Hmm, let me rate the shininess of this compass, or weigh how heavy it is.” But, really, what we care about is if the compass points us to where we want to go. Measuring the compass itself doesn’t do you much good. Because if we don’t see culture as a lever that influences what we are trying to accomplish as a team, and instead as the thing itself we are trying to maintain, we lose sight of culture’s power in the first place: Culture helps a group of people get what they want done, done.

As a result, what we can measure are the outputs of culture. The observable behaviors and indicators we see as the consequences of our culture. Possibly the most important output to gauge is progress. Studies show how progress, more than anything, influences employee motivation. This means defining what “progress” looks like on a day-to-day basis. Is it the speed by which things are happening? Is it the quality of the work being produced? Is it the number of people we are helping because our work product exists? It could also mean asking questions like how helpful managers are in supporting people to make progress, or how frequently they encounter frustrating obstacles in a given week. Therefore: If we want to measure culture, we need to start with clearly defining what the outputs of a successful, healthy culture looks like in our context. 

Levels of culture

Why this matters

More often than not, there is a misalignment between the invisible and visible layers. The things we actually believe, versus the things we say we believe and the things we do to show it.

A Sample Case Study: Perhaps the most glaring case has been Uber. A company that no doubt had visible signs as “proof” that they valued their employees — lavish office parties and state-of-the-art offices. A company that had 14 cultural values it touted, including that employees should “be themselves.” And yet the basic underlying assumption persisted: Win at all costs, by any means necessary. We saw this in countless of examples of questionable ethics and sexual harassment issues ignored. At its core, Uber’s culture was rooted in this aggressive, toxic mindset — and that manifested in how they treated their people, regardless of what superficial artifacts or espoused values they trumpeted.

If we are looking to truly shift our company’s culture, we have to zoom in on this bottom most layer: our basic underlying assumptions. What we truly believe — not always what we say or outwardly show — is what drives the company’s culture.  Changing the company culture is not about just changing the visible signs. Getting beer taps installed in the kitchens doesn’t make the culture more friendly. Nor does building an onsite gym mean the culture all of sudden cares about employees’ health and well-being. Changing the company culture also is not about just changing the espoused values and beliefs. Saying at all-company meetings, “We believe in honesty and transparency” or writing “We believe in diversity and inclusion” on a website doesn’t automatically make those things true.

Changing company culture is about tapping into the core beliefs of each individual, understanding what their basic underlying assumptions are, and creating an environment where those can be listened to, brought together, and reacted to. If we can understand company culture, we can improve it.

Classification of Culture Types: The Schneider Model

The Schneider cultural model isn’t a new approach but it is relevant today. William Schneider describes culture as the answer of “How we do things around here to succeed?” No one culture type is better than another. They only have strengths and weaknesses. Depending on the type and nature of work, different types of culture may be a better fit. Companies typically have a dominant culture with aspects from other cultures. Different departments or groups may have different cultures. (e.g. development vs. operations), and these differences can lead to conflict.

Four Main Types of Culture

The Schneider Model identifies the primary, underlying culture which shapes the organisation. There are 4 main types: - Control - Cultivation - Collaboration – Competence

Control cultures (COMPANY/REALITY oriented) are process-driven; the company’s success depends on data, processes, etc. Many energy, aviation and defence companies have control cultures. Control cultures prize objectivity. Emotions, subjectivity, and ‘soft’ concepts take everyone’s eye off the ball and potentially get the organization in trouble. Empiricism and the systematic examination of externally generated facts are highly valued. Control cultures want no competition – they want to be the only players in town. Control cultures are command-and-control/ hierarchical- Leaders manage the work. Examples: The military, Police, Exxon. 

Collaboration cultures (PEOPLE/REALITY oriented) – people work together towards a shared goal. The Collaboration culture springs from the household. Relationships are key to getting things accomplished. Google is an example, though it also has cultivation culture elements. The way to success is to put a collection of people together, to build these people into a team, to create their positive touching relationship with one another and to trust them with fully applying one another as resources. Status and rank take a back seat.

Cultivation Cultures (PEOPLE/POSSIBILITY oriented) are often cantered around a greater mission. Cultivation Culture is about learning and growing with a sense of purpose. Examples include religious organizations, non-profits, social impact organizations. Leaders remove obstacles that impede attaining the company’s mission. Example – Zappos.

Competence Cultures (COMPANY/POSSIBILITY oriented) are innovative (possibility) and utilize the best talent to bring ideas to bear. Examples: Deloitte, Apple. In a competence culture, being superior or the best is chief. This can mean having the best product, service, process or technology in the marketplace. This culture gains its uniqueness by combining possibility with rationalism. What might be and the logic for getting there are what count.

Fundamental values are knowledge and information. Formalities and emotional considerations are not important compared to proven accomplishment.

28.05: planning a three month long break; using a mug that's been lying on my shelf unused since forever; making some progress on my reading; creating my portfolio

i have about three months before my masters begins, and i want to use it extensively to learn subjects that i don't get to study academically or professionally. i'm also planning to learn sanskrit. i don't have a lot of confidence for it, but i'm gonna try anyway.

self study requires so much discipline. being a designer, my graduation in the design field didn't require me to "study" as much. in fact, i've not had a written exam in like 6 years. i did have a lot of presentations, case studies and juries though, which seems worse to me. but i think that's a classic case of the grass being greener on the other side.

my neurodivergent brain created a massive list of hobbies to pursue, subjects to learn and books to read. i'm really excited for the next three months though, it's all about how i plan and prioritise the things i want to do. (i won't, it's gonna be a chaotic hot mess but let's humour my enthusiasm).

Collaboration is crucial to succeed in business, with the right partners you can avoid significant mistakes.

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The Top 10 Construction Firms Driving Growth in Saudi Arabia The construction sector in Saudi Arabia is experiencing rapid growth, driven largely by the Kingdom's Vision 2030 initiative, which aims to diversify the economy and reduce dependency on oil. Here are the top 10 construction firms playing a major role in this transformation: 1. Saudi Binladin Group – Established in 1931, this company has led some of Saudi Arabia’s most iconic projects, such as the Grand Mosque expansion in Mecca and King Abdulaziz International Airport​(DTC - درر تمام | Contracting Company)​(ControlTap). 2. El-Seif Engineering Contracting Company – Known for its work on high-rise buildings, including the Jeddah Tower, which aims to be the world's tallest structure​(DTC - درر تمام | Contracting Company). 3. Al-Rashid Trading & Contracting Co. (RTCC) – Involved in significant infrastructure projects such as the Riyadh Metro, RTCC has been instrumental in developing the Kingdom's transportation network​( ControlTap). 4. Nesma & Partners Contracting Co. Ltd. – This firm has a diverse portfolio, contributing to major projects like the King Saud University and the Riyadh Metro​(DTC - درر تمام | Contracting Company). 5. Almabani General Contractors – Established in 1972, this firm has contributed to the development of King Abdullah Economic City and other key projects​(ControlTap). 6. Controltap General Contracting – Specializing in MEP services, this company has been integral to numerous residential and commercial developments​(DTC - درر تمام | Contracting Company)​(ControlTap). 7. Al Harbi Trading & Contracting Co. Ltd. – Known for its involvement in large government and religious projects, including the Medina Holy Mosque expansion​(ControlTap). 8. Alfanar Construction – With expertise in construction and manufacturing, Alfanar has played a significant role in developing industrial and power infrastructure​(ControlTap). 9. Golden Obelisk Contracting Co. – Renowned for luxury residential and commercial projects, Golden Obelisk is known for its high-quality standards and timely delivery​(ControlTap). 10. Bechtel – A major international player, Bechtel has been involved in key Saudi projects such as the Riyadh Metro and various infrastructure developments​(Mordor Intel). These companies are shaping Saudi Arabia's future by contributing to megaprojects across sectors like transportation, residential development, and energy infrastructure, all aligned with Vision 2030.

#KhalidAlbeshri #خالدالبشري

Cool but Creepy: the emergence of the Brain Computer Interface

This tech makes an appearance in the next chapter of my fanfic, if anyone is interested... coming soon.

The Scientist Magazine®

Brain-Computer Interface User Types 90 Characters Per Minute with Mind

The experimental system, developed and tested in just one patient so far, relies on brain signals associated with handwriting to achieve the

Image reconstruction from human brain waves in real time

Controlling a video game with your mind isn't just science fiction - Marketplace

Neural Prosthesis Uses Brain Activity to Decode Speech - Neuroscience News

Snap buys brain-computer interface startup for future AR glasses - The Verge

"Snap said on Wednesday that it has acquired NextMind, the Paris-based neurotech startup behind a headband that lets the wearer control aspects of a computer — like aiming a gun in a video game or unlocking the lock screen of an iPad — with their thoughts. The idea is that NextMind’s technology will eventually be incorporated into future versions of Snap’s Spectacles AR glasses."

“We use your top-down attention as a controller. So when you focalize differentially toward something, you then generate an [intention] of doing so. We don’t decode the intention per se, but we decode the output of the intention.”

Stanford Researchers Develop An Incredible Brain-Computer Interface (BCI) System That Can Convert Speech-Related Neural Activity Into Text At 62 Words Per Minute - MarkTechPost

Brain Computer Interface Company Implants New Type of Device - Bloomberg 

"Synchron, the startup behind the technology, has already implanted its devices in four patients in Australia, who haven’t experienced side effects and have been able to carry out such tasks as sending WhatsApp messages and making online purchases."

Business analysis is a promising popular vocation that most experts seek after. Since it empowers change through characterizing needs and suggesting brilliant arrangements inside associations.

Consequently, ECBA Course is very much intended to present fundamental business examination standards for the people who are keen on the field.