Culture Invigoration – Workshop 1 (Corporate ID)
The Appleton Greene Corporate Training Program (CTP) for Culture Invigoration is provided by Ms. Elfouly Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 24 months; Program orders subject to ongoing availability.
If you would like to view the Client Information Hub (CIH) for this program, please Click Here
Learning Provider Profile
With over a quarter-century of groundbreaking work in the technology sector, Ms. ElFouly is a beacon of multifaceted excellence, blending operational management, human resources, sales, digital transformation, communications, marketing, and strategy with unparalleled expertise. Their experience stretches across various business units, both globally and at the headquarters level, embodying a leadership style that breaks through conventional barriers.
Holding the distinguished title of Certified Chair™ of Advisory Boards, she excel in driving change management, devising organizational strategies, and fostering transformative cultures aimed at growth. Their leadership approach, deeply rooted in a Multi-certified Executive & Human Potential Coaching philosophy, employs a holistic, system-eclectic methodology that promises enduring success and the unlocking of full potential within collective projects.
Fueled by a passion for building profound relationships, empowering individuals, and developing talent, their compassionate and inclusive leadership style resonates deeply. An American-Egyptian and a Citizen of the World, they are a true Multipotentialite, showcasing an exceptional ability to excel across various fields with agility and excellence.
Currently, they are channeling their focus towards nurturing ventures in health, well-being, and people-centered projects, aiming for their successful and impactful realization. As a polymath and avid learner, they are deeply involved in exploring Quantum Physics-based Alternative Medicine, working towards a Double Board Certified Doctorate and Ph.D. in Natural Medicine.
Their interests extend into the realms of the Metaverse, Web3, Cryptocurrency, NFTs, and XR, with a commitment to unlocking the transformative potential of these technologies. Advocating for mental and physical health, mindfulness, energy work, biohacking, and personal growth, they are dedicated to fostering success, productivity, self-awareness, and the establishment of healthy boundaries.
A staunch supporter of diversity, equity, and inclusion, they stand beside those brave enough to share their truths. As a speaker, they engage in select discussions on the Metaverse, mindfulness, biohacking, and well-being. As a coach, they attract ambitious, empathetic executives, solopreneurs, and entrepreneurs looking to elevate their personal and professional lives.
Ms. ElFouly sits on multiple technology industry and start-up Advisory Boards with a key focus on establishing transformative cultures and supporting culture invigoration across enterprise organizations.
MOST Analysis
Mission Statement
Workshops to identify the organization’s core identity, Culture, and characteristics.
Objectives
01. Defining Identity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Strong Culture: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Cultural Alignment: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Building Engagement: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Enhancing Collaboration: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Attracting Talent: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Positive Environment: departmental SWOT analysis; strategy research & development. 1 Month
08. Customer Experience: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Differentiating from Competitors: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Managing Change: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Ethical Framework: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Measuring Identity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Defining Identity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Strong Culture: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Cultural Alignment: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Building Engagement: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Enhancing Collaboration: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Attracting Talent: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Positive Environment: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Customer Experience: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Differentiating from Competitors: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Managing Change: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Ethical Framework: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Measuring Identity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Defining Identity.
02. Create a task on your calendar, to be completed within the next month, to analyze Strong Culture.
03. Create a task on your calendar, to be completed within the next month, to analyze Cultural Alignment.
04. Create a task on your calendar, to be completed within the next month, to analyze Building Engagement.
05. Create a task on your calendar, to be completed within the next month, to analyze Enhancing Collaboration.
06. Create a task on your calendar, to be completed within the next month, to analyze Attracting Talent.
07. Create a task on your calendar, to be completed within the next month, to analyze Positive Environment.
08. Create a task on your calendar, to be completed within the next month, to analyze Customer Experience.
09. Create a task on your calendar, to be completed within the next month, to analyze Differentiating from Competitors.
10. Create a task on your calendar, to be completed within the next month, to analyze Managing Change.
11. Create a task on your calendar, to be completed within the next month, to analyze Ethical Framework.
12. Create a task on your calendar, to be completed within the next month, to analyze Measuring Identity.
Introduction
The Purpose Of A Company Must Be Much More Than Just Words
The purpose of a corporation extends beyond its mission statement or chief executive officer’s vision. In fact, according to Gallup, actions speak louder than words when it comes to conveying an organization’s mission to its stakeholders, consumers, and employees.
A company’s purpose is fundamentally an outspoken declaration of why it is in business. It expresses the organization’s values in terms of history, ethics, emotion, and application. The driving factor behind a company’s ability to define its actual brand and establish the ideal culture, regardless of how it is expressed to employees and customers, is its mission.
Making that mission a reality, however, is a constant struggle for leaders, and it begins with their workforce. Gallup frequently discovers discrepancies between what organizations want their purpose to be and the brand and culture their workers actually produce through their activities when researching the significance of purpose alongside brand and culture — the linked factors that make up an organization’s identity.
According to Gallup research, just around a third of American workers strongly think that their company’s mission or purpose gives them a sense of importance in their work. Only 28% of employees in the hotel sector strongly agree with the following statement: “I know what my company stands for and what makes our brand(s) different from our competitors.”
These results imply that businesses are having trouble making a strong connection between their stated mission and the goals for their brand and the work environment they foster for their employees. Misalignment is also expensive; Gallup research at a client organization shows that employees who are more in line with their company’s identity outperform employees who are less in line on important business performance criteria.
The ability of an organization to uphold its brand promise and create loyal patrons is also influenced by its purpose. Businesses create, develop, and expand thriving brands based on compelling, well-stated goals. Customers notice inconsistency between a company’s brand promise and its brand behavior when gaps exist between the company’s aspirational culture and its actual culture.
Customers give a brand twice as much of their wallets (47%) as those who aren’t associated with that same brand (23%), but, when promise and behavior are in line when they are aligned with a brand promise. Having and using a purpose as an anchor can provide you a competitive edge: Competitors may be able to copy a firm’s goods and services, but that company can successfully stand out from the crowd by enlisting the help of employees who can carry out and uphold its mission and brand in the marketplace.
How a Company Can Show Its Purpose by What It Chooses Not to Do
One of the most effective ways to make a company’s mission come to life is to let it guide important choices. Although statistics and projections are frequently used to inform strategic decisions, an organization’s purpose serves as a long-term constant guidance. Decisions made in the short term frequently conflict with the mission and long-term strategic objectives of an organization. Sometimes a corporation must forgo immediate financial rewards in order to establish and position itself for long-term success.
Case Study: Three instances
Southwest Airlines has decided not to charge passengers for checked luggage in the past. Yes, charging such a tax would bring the airline a quick windfall. In contrast, the airline’s mission statement reads, “To connect People to what’s important in their lives through welcoming, trustworthy, and affordable air travel.” This aim is congruent with the decision not to charge a client for her first two pieces of luggage, and the company distinguishes itself and shows its dedication to this mission in its national advertising campaign, “Bags Fly Free.”
CVS made the decision to stop selling tobacco products at its retail outlets in the United States, forgoing billions of dollars in potential profits. The CEO of the business at the time asserted, “Put simply, the sale of tobacco products is inconsistent with our purpose,” which is unwaveringly defined by the pharmacy as assisting individuals in achieving better health. It might have cost CVS money to prioritize mission over profit in a competitive market. According to a Gallup Panel research, however, five times as many consumers claimed they were more likely to shop the brand (25%) than not (5%), even though 51% of consumers indicated they were neither more nor less likely to do so as a result of the company’s choice. By making the decision to stop selling cigarettes, CVS furthered its mission and increased its chances of attracting new customers. The business is sti