Christian Leborg
Stage 2: “Leader as culture-creator”

Process culture

There are three stages to start a company – the second stage is about processes.

What is 'operational validation' culture? In the second stage of organisational and culture creation, more and more customers are willing to follow through with your offer and use your product. The culture is getting firmer as new processes produce consistent value under stressful conditions.

Why do we need a culture to execute processes? The leader must ensure that customers are satisfied to confirm the potential of the company and create substantial value. The stronger the culture, the less corporate processes are needed. The company needs to deliver the product, find customers and administrate the enterprise. As a leader, you have a better understanding of who can take on which role and you start to delegate more.

How does the new operational culture develop? The leader starts to establish new processes and some of the existing members understand their roles and step up. The culture is motivating people to figure out how to make things better, and the leaders must recognise and praise them for mastering the tasks.

“Don’t fuck up the culture.” – Peter Thiel

When does the 'operational' stage start and end? The operational validity stage starts when the projects of making a product and bringing it to the market are successfully completed. Stage two is completed when all the processes work seamlessly and are simple enough to ensure their viability.

Who can influence the operational culture? At this stage, the leader(s) needs to hire people for specific roles so that the whole culture can function autonomously. The leadership must incorporate strategies for how employees can advance their careers and routines to reward the ones that generate significant value.

What happens when the operational culture is secured? The company processes have become functional; they have been reviewed and become scalable. Now the company has to create a culture to innovate new products to capture more customers, as well as to nurture the culture of improving what it already does.

The culture required for running a 'well oiled machine' is significantly different to the hustle and bustle of getting a product to market.

Have you experienced major changes in a company's culture?

Christian Leborg

Christian Leborg

Christian Leborg is a visual communicator and branding consultant. He specialises in building brand strategies and brand identities. Christian has worked with several specializations within visual communication as well as teaching and being an author. Christian now works on his third stint as an entrepreneur.