By: Chris Holtan
Lancet Consultant
Cool company work cultures are great, but what's in it for the customer?
The rise of the so-called "New Economy" spawned definitive lifestyle trends in the workplace including flex time, telecommuting, casual dress 24/7, 360-degree job performance reviews, Nerf ball wars in the boardroom and other real and superficial benefits. Despite the fact that some employees are now pulling on their expensive ties and nice pants again, many workplace changes won't soon disappear. They have been good for employees, inspiring greater productivity, self-confidence and motivation.
But what's in it for their customers? Judging from at least three primary benefits, a lot.
Better information flow in companies with flat structure
Rigid organizational hierarchies appeared to be a major albatross of the "Old Economy." They often slowed the movement of critical information to the front lines -- and ultimately to the customer -- while the amount of information quadrupled at the speed of light.
Funneling information through levels of management based on a military command-and-control model leads to a classic bottleneck and to a predictable lack of trust among the employee underlings who feel out of the loop when they are told what to do with no context for doing it. The end effect for customers? Slower time to implement their project because of the fragmented way in which communications reach critical users.
In flatter, more open work cultures, parallel structure exists where different ideas, interactions -- and even mistakes -- transpire simultaneously. This model keeps everyone on the same page, including customers. As a result, data is more easily shared with customers to create valued-added work -- and relationships -- that are more timely, trustworthy, honest and successful.
Factor in the low turnover rates at companies with innovative work cultures and you've got another perk for teaming up with one: You know your contacts will be there when you need them.
Open book financial knowledge vs. tightly held numbers
Open financial-book policies are somewhat rarer than flat work cultures, even in the age of online problem solving. But these open book practices -- where every employee knows what the firm's balance sheet looks like at month's end -- can have a serious impact on that firm's customers.
This benefit is so obvious it's practically a no-brainer. And that's probably why not that many businesses are there yet: They can't see the forest for the trees. Sharing the financials is like an MBA crash course. It sensitizes the company's employees to the challenges faced by their customers.
If your company needs to work with a technology partner for a specified time, make sure that partner's employees know not just technology, but business as well. They should understand your business and how you get to the bottom line every month. You don't have to open your books to them. But just knowing that they understand how their own company functions financially every month may give them temporary ownership in your company and work with you more effectively.
Fun as a work ethic
Some in the 21st century workplace have come to understand that fun can be as much a part of the American work ethic as punctuality and productivity. Successful teams and projects can be staffed with imaginative, hard-working people who need a ready sense of humor and an environment conducive to teammates knowing how to lighten up, whether it's through company golf outings or other less organized leisure activities that mentally augment more hands-on work.
Positive attitudes and laughs among company A spread rapidly to company B like a happy virus. A looser and fun-tolerant work environment can foster a greater sense of empowerment among employees that spills over to its clients. As a result, more questions get asked to move team-based solutions forward, more creativity is inspired in problem solving and ever-present stress levels are minimized on all sides.
Fun plays an important part in enhancing everyday living. Shouldn't it have its place in earning a living? Why even those middle managers slipping into those natty new suits can learn a thing or two from "that other work force," the ones still dressed in their 24/7 casual clothes whose unorthodox culture still manages to remain "profitable" for everyone.
Chris Holtan may be contacted at (952) 230-7366, e-mail 
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