The Impact of Organizational Culture on Organizational Performance in a Highly Digital World

insight culture

The emergence of remote working arrangements has made managing projects a major challenge for many organizations. Collaboration has become all the more difficult with team members spread out in different locations and time zones. The impact of organizational culture on organizational performance has never been more critical than in these present times when doing business virtually has become the norm.

A company that has a great organizational culture promotes positive employee experience, which translates to engaged employees. And, time and again, studies show that engaged employees perform better. In a study by Harvard Business Review Analytic Services in partnership with Quantum Workplace, 56% of respondents say their organization has achieved positive ROI for its investment in employee engagement. Organizational culture, therefore, does impact a company’s bottom line and should be a priority, especially for global companies.

Our experience in Eastvantage, for instance, nurturing an empowering corporate culture resulted in growing our client portfolio by a staggering 72% in the past year. This, in the midst of a pandemic, when the majority of our workforce was working from home. Our focus was in ingraining a culture of ownership, communication, and collaboration (#OCC). #OCC played a big part in allowing employee engagement to flourish in a virtual setting. Everyone has a view of the roles each individual and department plays and therefore understands how they can work together to help each other and the company grow. Removing the barriers inspires synergy and taking responsibility. The strategy proved that aligning team members with corporate goals inspires participation, and employees, irrespective of position, are encouraged to give feedback.

With a higher sense of purpose, our teams find their work more meaningful, and this helps us deliver the business outcomes that truly matter for our clients. The increased job satisfaction also enables a virtuous cycle in which it’s easier for us to attract and retain top talent so we can make good with our commitment of providing inspired results to our clients.

About the author:
Kamal Asarpota is the CEO of Eastvantage. He has over 22+ years of global experience and a successful track record of delivering financial and business results with large, reputed multinational organizations in the ITES/BPM Industry. Kamal has a deep understanding of various processes that go into organization building with respect to contact centers through his significant exposure in setting up, scaling up, and leading multiple verticals across different channels in India, China, Japan, and the Philippines. He is adept at managing complex business challenges and making high-stakes decisions within fast-paced, high-pressure environments, and has a proven track record of developing new service models and turning around underperforming operations. He has consistently demonstrated the ability to drive results through vision and strategy setting, team development, and an unwavering focus on execution. Kamal is an Executive of the Year awardee in the Best in Biz Awards 2022 and named Expatriate Executive of the Year in the Asia CEO Awards Circle of Excellence 2022 for his leadership role in Eastvantage’s phenomenal growth in 2021.

The inspired Eastvantage team delivers inspired results through its managed services.