Depending on your level of skepticism about the intangible in work and in life, the notion of culture being as important – or more important – than process and strategy might ring true or completely hollow. Culture itself became an important aspect of the past two events the Center for Operational Excellence has hosted, and the arguments for its impact on building a team and dealing with the outside world are enough to convert a non-believer.
In late May, we hosted Quicken Loans President and Chief Marketing Officer Jay Farner at our quarterly professional development seminar. In a compelling look at how Quickens’ culture has driven its success, Farner said the nation’s No. 1 online mortgage lender doesn’t really talk mortgages much in its hours-long employee organization.
“We’re a technology company, we’re a marketing company and we just so happen to do mortgages,” Farner said.
Instead, it’s all about the kind of company the employee is joining and what maxims – they call them “isms” – they need to live by. It’s this focus on “isms” such as “Every client, every time, no excuses, no exceptions” that have helped Quicken win honors for being one of the best places to work and for having one of the best corporate IT infrastructures around.
“When people join an organization, if they don’t understand what they just joined, they can’t become a part of the family or understand its philosophies,” Farner said. “How can they be expected to excel?”
What better way to foster a sense of ownership – a do-or-die ingredient to driving process improvement – than getting everyone on the same page culturally?
A different angle on culture took center stage at COE’s June 1 forum “Business in Brazil: An Insider’s View.” A group of about 60 COE members and guests joined to hear from a trio of experts on the challenges in doing business in and with the South American country, one that’s on fire economically these days but not the easiest to navigate. Sean Corson, an international sales exec for Ohio’s Cast Nylons Ltd., gave a look at import export challenges, while David Wilson, of counsel at Kegler Brown Hill & Ritter, helped the crowd scale legal hurdles.
Closing out last Friday was Atila Noronha, a Brazil native who’s now an executive at McDonald’s Corp. Noronha gave a lively look at the key cultural differences between the U.S. and Brazil and how they might come into play while striking a deal.
Think the “American way” is the best route? Tell that to a Brazilian and see where your transaction goes, Noronha said.
When it comes to driving change for a group based on “my way,” that same caution might be useful.