Culture as Competitive Multiplier

“What distinguishes these leaders, among other things, is an almost supernatural ability to understand and develop the culture that exists in a company. They listen to it and become catalysts. As owners, it is important to capture those who have this catalytic ability. They are unique in being able to unleash the creative in the company and create confidence. It is difficult to move forward if many employees worry about not being on board. These leaders know that self-esteem, being seen, and feeling needed are powerful human drives and cornerstones in the culture that require respect and understanding from everyone all the way up to the owners. I always see strong culture in companies that are doing well. In Securitas, it existed even before the successes came, but it was somewhat sidelined in the security guards. Melker Schörling's crucial contribution was that as CEO he unleashed this culture, aligned the organization with the culture, and made people grow. It became a company where people talked about values and principles. When the company's management fixed and highlighted them, conditions for rapid growth were created. In this belief in people, Latour's employees grow, and so do I.”

“Long-distance runners must pay more attention to culture, this vague concept so cherished in management literature. What it involves is shaping people's behavior in organizations towards constant product renewal, increased productivity, frugality, and a culture of continual improvements in humble work for customers. It is my experience that this pattern of behavior works best in flat organizations where responsibility is decentralized and as close to customers as possible. The smallest possible number of levels means that communication runs faster and becomes less distorted on the journey up and down the hierarchy.”