Is there a "corporate culture" in organizations of up to 100 employees? The answer is no. The term itself sounds like it has come from the world of big bureaucracy. Small teams are rather about something else, something natural and agile. Let's therefore talk about "being yourself", " inner chemistry" and, surely, "systemacity".
This is not a pun. It is crucial to lay down the terms at once. Or, otherwise, we will end up in the world of prescribed regulations, many of which are a far cry from the reality. The small groups are strong in their ability to remaining their own selves, in the spontaneous connection emerging inside the team, some inner chemistry, and a systemic handglass through which they can see, comprehend and multiply the force.
All was first developing "on its own"… but later we introduced a touch of systemacity.
There were just three of us when the company was founded, while we are now reaching the team of 70, and this is not the end yet. We did not first think about the corporate culture — we were making money and entrenching the position. Now, the team aspires to share common values, approaches, goals, and motives. In order to secure a solid foundation, we need to clarify the "handwriting" — that is, elucidate how we work, rest, and grow.
We have gradually moved from an extemporaneous approach to a more systemic thinking. We first allowed the company's spirit to build itself for us to later harmonize it. To make it clearer, we would single out four main stages:
- Being yourself is the essence of your spirit.
- Team connection or inner chemistry.
- Making it systemic.
This article itself has turned out to be a great experience, preparing for which we got an opportunity to analyze what we have learned so far, and to probably shape and share the approaches which others might find applicable and useful!