Abstract
The article substantiates the role of strategic re-engineering of corporate culture in increasing the level of competitiveness of a multinational logistics company and optimizing the efficiency of its activities. The main processes, principles and features of corporate culture transformation as one of the stages of re-engineering of the company's business processes are considered. The main concepts of corporate culture, management innovations, and re-engineering, which are effective tools for improving the efficiency of enterprise management, are defined. An algorithm for creating a corporate culture is proposed, including its positioning at the strategic level, as well as ensuring appropriate financial results. Corporate culture management is considered as an intangible asset that has value and creates conditions for generating income for the enterprise. In addition, it gives the company advantages by reducing conflicts, improving business relationships, reducing non-production time costs, and increasing the economic efficiency of the business. The factors influencing the level of employee involvement in work and transformation of employee behavior in accordance with the leader's strategic vision for company development and in accordance with his decisions on business re-engineering are identified. The main tasks of business process re-engineering are revealed, key directions and necessary tools for implementing the transformation of corporate culture are highlighted. The research methodology is based on methods of theoretical analysis and generalization of scientific literature and periodicals on the research topic, statistical analysis, classification and analytical method and methods for determining economic efficiency. The approach to scenario modeling of the process of managing the development of corporate culture of an enterprise based on a combination of components of culture, methods of managing it, basic values and strategies of enterprise management as a whole has been further developed, which allows taking into account the multidirectional interests of stakeholders and harmonizing them in the process of managing a multinational logistics company.
Highlights
Permanent changes in the external environment, increasing competition, complicating the production and commercial activities of enterprises, increasing the importance of the time factor, expanding the space of enterprise activity and increasing the volume and speed of obtaining information and new knowledge increase the importance of internal sources of economic growth that can ensure an increase in production
At the initial stage of corporate culture transformation, it is necessary to take into account that the search and selection of employees who are characterized by selfmotivation and self-discipline is the most important element of the engagement strategy
Attempts to re-engineer business processes and improve employee efficiency mostly end in complete failure, as it is extremely difficult to change the existing corporate culture
Summary
Permanent changes in the external environment, increasing competition, complicating the production and commercial activities of enterprises, increasing the importance of the time factor, expanding the space of enterprise activity and increasing the volume and speed of obtaining information and new knowledge increase the importance of internal sources of economic growth that can ensure an increase in production. The aim of the study is to develop a model for the transformation of corporate culture as the main stage of reengineering business processes of strategic management of the organization. Each management function (selection, motivation and evaluation of personnel, formation of groups) is associated with the task of corporate culture – to provide the employee with important, up-to-date, complete and transparent information related to current and planned initiatives (activities) of the enterprise, its mission and strategies. Corporate culture provides a list of the main provisions in the work of the enterprise, depending on the development strategy and mission, and consists of an approved leadership system, a perfect communication system, the position of each employee, conflict resolution styles, existing symbols – taboos, restrictions, rituals, etc. Adding to The Maslow accordance with the levels of awareness of pyramid, Richard Barrett characterized needs and identified groups of values that personal levels of consciousness in correspond to them (table. 1) [17]
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