Thu, Jul 02, 2015 page8

• Firms must reconsider job culture

  • By Chris Hubbard
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  I have been working professionally in Taiwan for years now and have observed something similar in almost every workplace I have been a part of.

  Young Taiwanese wish things at work were different. They wish their workplaces were more fun, creative and collaborative. They would like for the work that they do and the ideas that they have to be valued. They are looking for a change in workplace culture, but few seem willing to do anything about it.

  At the same time, many Taiwanese brand owners wish things were different, too. They wish the world saw their brands as more international, innovative and relevant. They are looking for a change in perception. While many are willing to do something about it, they are just not sure what.

  Here is the bottom line: If Taiwanese employees are not able to realize their dream of more creative, collaborative workplaces, where the work they do and opinions they have are valued, then the brands they work for will in turn never gain the international perception they deserve.

  Many of my young Taiwanese friends see only two options for finding better workplace cultures: Move abroad or start their own businesses.

  Many are doing just that, which is not a bad thing in itself, but it means that larger Taiwanese brands are missing the opportunity to benefit from what these young people have to offer.

  For example, imagine a company that makes sporting goods. It has always been known for its ability to make goods quickly, but it wants to be known for more than that. It wants to be visible, seen for making the best sporting goods equipment available. It has even embarked on an expensive marketing campaign to show the world how innovative and inspiring it can be.

  Now imagine this same company provides its employees with no access to sports or health-related activities. In fact, it discourages too much movement. Its offices are dark, damp and built around one activity only: hammering away at a computer all day.

  Leaders in the company do not talk about sports or health — outside of their own products — and opportunities for employees to share passions and ideas simply do not exist.

  Do you imagine, even for a moment, that employees of a company like this actually believe in their brand? How do you think conversations they would have with friends and family about work would sound?

  Now think about Nike.

  I asked a few Taiwanese brand owners why they feel Nike is such a successful brand. They mentioned things like amazing products, the famous logo, creative marketing campaigns and superstar athletes — all of which are true, of course, but represent only half of the story.

  The other half is that Nike has built an internal company culture that aligns impeccably with its brand perception. That means that working at Nike is just as inspiring, innovative and cool as the brand appears.

  How does Nike create a culture that aligns so perfectly with brand perception? The answer is surprisingly simple: communication.

  In 2013, James Elmer Neiderhauser conducted in-depth research specifically on how Nike’s leadership affected brand image internally and externally.

  “Through [chief executive] Phil Knight’s communicative leadership, which is considered visionary, he indirectly communicates freedom to his employees, allowing them the independence to experiment, take calculated risks and continue to strive for innovation. He trusts them and that is displayed through his communication, or rather, his lack of communication at times. Since Nike is an incredibly competitive environment, Knight welcomes the thought that employees should be able to see what they can do in their own divisions. If they create something great or have an idea that could provide more value to the consumer, then useful and meaningful communication can occur at that time,” Neiderhauser said.

  One Nike employee said: “Working at Nike is like a factory for fun, like [NBA] Finals night, being in a playground or coming down the face of a wave.”

  It is obvious through the research and investigation that has been undertaken that Nike has worked to create a culture that breeds winning through hard work and teamwork.

  Nike’s brand is embedded in its company culture, which means Nike employees like working there as much as they like using the products.

  This company culture is supported and maintained through constant communication from the leadership, who enable employees to live the brand — and are in a sense branded themselves — which has the effect of creating a success most can only dream of.

  It has been said that “culture is the one competitive advantage that competitors cannot easily copy and paste.”

  That has been painfully true for many Taiwanese brands.

  If Taiwanese companies genuinely want the world to see them as more innovative, international and relevant to today’s young consumers, then their leaders must live and breathe it.

  They must communicate it internally, especially to their younger employees, to help initiate cultural change. Not just once, in a memo about innovation, but continuously through actions and policy that makes it easy for culture to grow.

  And what can young Taiwanese workers do about it?

  Be ambitious. Start doing something about it. Young Taiwanese must seek out and support those companies that are trying to improve working culture. They must also be more active with their own communication to leadership.

  They need to be a part of the change they are seeking by taking risks and communicating ideas with each other, managers and those whose influence in the company can help make a difference.

  There are of course much bigger cultural issues which cannot be solved overnight. Taiwanese and Chinese societal culture do not encourage young people to stick their necks out.

  Being creative and challenging ideas, especially the ideas of leaders, can be seen as dangerous. However, the dangers of refusing to change are much bigger.

  Thankfully, there is a small, but growing, number of Taiwanese brand owners who do recognize this and are initiating change, which is in turn injecting new life and energy into their workplace cultures.

  In another five years, perhaps more brand owners will champion this concept. If they do, young Taiwanese workers will become brand ambassadors for the companies that employ them and the global perception of Taiwanese brands will start shifting in their favor.

  Chris Hubbard is a communication strategist for DDG, a brand consultancy in Taipei.
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