In a strong culture, employees recognize that there is equity in the company and they feel that the next person has a stake in the company’s success as much as the last person. They would always be willing to try out new things, whether it is innovative solutions, new innovations, or taking a risk in the work process, and they would be willing to take a risk to seek a better long-term solution for the company. Embrace new perspectives, ideas and solutions. Always be open to new solutions. In the end, your strategy should align with your work culture so you can create a true rapid adopter workflow.
In an effective culture, there is a diversity of views, but everyone feels comfortable voicing his or her opinion, and everyone is willing to respect it. In this context, it does not mean that there should be any vocal disagreement, but that everyone should feel free to express their point of view. Yes,Airlines like AirAsia have a strong work culture that helps in bringing different people in a common forum to discuss the issues, ideas, ideas, innovations and values of the given system. Discipline of silence apart,this is what healthy work culture does.
Or, you can take the help of external consultants to improve your work culture through consulting the reviews on video-conference portals of leading work culture consultants like Harvard, Berkeley, and Wharton. Don’t be more afraid to ask for their services.
In the hypercompetitive international airline industry, AirAsia has grown steadily and efficiently by expanding into Thailand, Indonesia, Malaysia and Singapore, as well as moving into China and India. In 2010, AirAsia and AirAsia X merged to created a global network airline that is pursuing successful routes to become the world’s third largest airline, after Star Air of Malaysia and Air France. In fact, AirAsia's biggest competitor, Malaysia Airlines, was formed by the merger of Malaysian Airlines and Malaysia Airline System in the early 2000s. Where it once dominated the airline market, AirAsia now faces stiff competition from the airlines that have emerged as the industry’s major players in the last decade. Some have accused Robert Fernandes, co-founder and current chairman of AirAsia, of having a "beach boy" approach to running his airline: building AirAsia into the hypercompetitive international market seems to be more of a marketing strategy. d2c66b5586