Classroom
All my fellow students are associated with a company’s brand. Whether it be the color red or even me with a yellow tag and Tiger Woods. In recent discussions, it seems the this aspect of the company’s culture has been the elephant in the room. So does it always mean that a well-branded company or a culture that is well-branded, has a higher change acceptance rate? According to our speakers, adoption is about campaigning and about marketing as well a laundry list of other tactics and strategies.
Cubicle
Because I have more questions than answers from any classroom readings or materials that may have revolved around this subject, I take a step and back and think about my past career experience. Between the two large companies for which I have been employed, I have experienced positive marketing- positive in that it is successful and relatable and – absentee marketing- no concept of workforce or workload just branded logos and branded text.
So between these two some of my questions are answered. Yes it does seem to be more “accepted” for employees of well-branded companies to accept and inherit changes in technologies and hear and see communications accompanying them. However that can also provide a wedge in the union of workforce meets adoption in that these employees are strongly married to the culture and any change may or may not be cause them to rebel against it and stick with the normal, the already accepted.
At the not so branded company where I existed – I found that marketing attempts were merely ploys to gain the trust of the employee- to rescue them from disengagement and to bring them to a land of a busy worker is a happy worker. Well busy workers we were- but happy was not the case. Every change attempted to be implemented and rather any communication occurring was often scoffed and sarcastically taken by the culture or maybe a lack of culture. I hate to end this blog entry with yet another question but can you have a culture existing of people/employees that don’t want to be in a culture?
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