Headquartered in Massachusetts, Pegasystems excels in developing Application Development, BPM, CRM, Data Integration and other software solutions to a vast clientele across niche domains like Insurance, Healthcare, Energy and others

Have you ever wondered how some companies get it right, when it comes to creating an innovative, fun and collaborative work environment, while others get it wrong? How do they define a culture which mixes traditional and contemporary elements? And how is the company's long-term outlook, from an organizational and talent point of view, recorded and referenced regularly? In the past decade, we have seen a surge in companies looking to re-invent their vision and culture in order to promote an agile work environment with a universal appeal. We will look at how both influence, depend and evolve with each other.

- Cultivating Success Multipliers: There's an adage which says, 'Collaboration divides tasks and multiplies success'. Employees nowadays are choosing employers not just based on the remuneration aspect, but on other seemingly non-monetary aspects that the latter has to offer. Encouraging transparent workplace dynamics by creating a participative work culture appears to be the new mantra working for many firms. 'Innovation flows best when not inhibited' is what is shaping the job market today. Break this down and we can see teams working cross-functionally across silos, or across multiple levels in a participative and a creative manner, with a clear view of the company's objectives, progressing towards its vision. Moreover, success is quantified when employees cheer for each other, boosting team morale and eliminating possible team conflicts. This also needs to be supplemented with the organization creating a healthy competitive environment with incentives for fostering better team dynamics, while not losing focus on goals and setting high performance standards.

- Belong to Become: Employees will display a sense of accomplishment when a culture of synergy exists within the organization. With the global and cross-cultural presence of varied enterprises, the corporate culture can take on a 'glocal' form. This is where the organization's overarching 'way of doing things' is adapted by the regional employees to suit local preferences, thereby making employees comfortable to work in a dynamic and an agile environment. Consequently, organizations will see employees develop a sense of belonging to the organization, as they will be able to find familiar ground while they tune themselves to the organization's work model. The 'desire to come and work' factor increases, employees adapt faster, increasing in productivity and efficiency. In the long run, employees will prioritize company objectives over self-goals, as they understand how their work translates into overall business success. Employees will transform into better team players and good mentors to their team members, and will go the extra mile when the situation demands. One can notice the parallel play of the company's vision and culture, as the title suggests.

- Walking the Talk: Everyone is wired to look up to someone else and be inspired. The true meaning of 'Inspire' is to 'influence with an idea or purpose'. Leaders and other decision makers need to be a physical representation of the company's vision and culture. By walking the talk, they in turn instill the values and objectives of the organization into their respective teams. According to popular leadership consultant, John Maxwell, 'Vision' is 'I have a dream', and 'Culture' is 'This is how we march'. We see how both these entities are interwoven, fulfilling two essentially different, but similar outcomes.