From a Culture of Heroism to a Culture of Processes — Without Losing Productivity

Management in organizations often relies on the strength of individual leaders. An influential founder, a "crisis" manager, or a charismatic leader may be the main source of decisions, and the productivity of activities is supported not so much by processes as by human connections, informal rules, and default overwork. This type of organizational culture can be conditionally called a "heroism" culture, as employees are required not just to work effectively, but to make sacrifices as a sign of dedication and motivation. Although such a culture can yield results during the launch phase or in crises, it makes the system dependent on specific individuals and accumulates structural risks. What happens to the project if the manager, on whom all contacts and agreements are "tied," leaves? It is not surprising that organizations with a "heroism" culture are increasingly paying attention to formalized processes, roles, and rules of interaction as the foundation for long-term sustainability.