Bancolumbia: Talent, Culture and Value Creation Management in Mergers Essay

Virtually any organizational traditions interventions are made to address issues that affect almost everybody within that culture. These interventions are executed for a number of reasons.

There are always tremendous pressures on organizations to reduce costs, maximize productivity, speed up cycle time of product development, simplify direction, boost morale, and increase involvement. Sometimes companies approach large scale interventions knowingly and deliberately, such as if they develop a 3-5 year ideal plan, participate in a lifestyle change initiative, or acquire/merge with another organization like in the case of Bancolombia. Alter may also be compelled on the corporation unintentionally because of changes that occur inside organization such as an unexpected structure change which has been also the situation for the parties involved in the Bancolombia combination.

Organizations frequently choose a large-scale intervention if the task is complex or urgent, or when multiple people are necessary to accomplish it. Whatever the reason, the objective of a social intervention within a large system is to make long lasting change in the smoothness and performance of your organization, a standalone organization unit, or possibly a large office. The considerable organizational affluence significantly influence integral areas of the organization’s functioning, structure, and operations.

Thus, these kinds of interventions will be visible, wide-ranging, and need significant determination and focus of company leaders and members. Once culture is made and approved, it becomes a strong leadership tool to speak the new organization’s philosophy and ideals to their members, and particularly new comers. Once leaders encourage the tradition, they become powerful in maintaining company growth, the favorable services demanded by clients, the ability to talk about problems ahead of they become unfortunate occurances and consequently will be competitive against rivals.

In the end, if performed properly, corporate and business culture is most likely the only genuinely sustainable competitive advantage.

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