A high-performance culture includes three aspects of collaboration, trust, and learning. These three cultural aspects play a critical role in improving innovation and enhancing financial performance. For example, collaboration provides a shared understanding about the current issues and problems among employees, which helps to generate new ideas within companies. Trust towards their leader’s decisions is also a necessary precursor to create new ideas. Moreover, the amount of time spent learning is positively related with the amount of knowledge gained, shared, and implemented.

Executives can facilitate collaboration by developing relationships in corporations. An executive can contribute to the cultural aspect of trust, by considering both employee’s individual interests and the firm’s essential needs. Both cultural aspects of collaboration and trust positively contribute to companies to effectively and actively respond to environmental changes and customer needs and employee growth needs through developing effective learning workplaces within companies. Thus, these two cultural aspects can help corporations to improve the quality of services and increase financial performance in terms of profitability and sales.

Executives can also identify the individual needs of employees and develop a learning culture to generate new knowledge and share it with others. In fact, learning culture as a cultural aspect sheds light on organizational capabilities to develop learning. It is quite understandable that this cultural aspect can particularly increase financial success for companies, by developing suitable workplaces for employees to effectively share their knowledge with others. People, in fact, recognize how old resources can address new and problematic situations by sharing their knowledge within firms, and this can help to create more innovative ideas for organizational problems.

Innovative ideas generation can improve profitability for corporations. Hence, financial performance in global markets is dependent on continuous learning. Therefore, learning culture is a key factor that should be embraced at the senior level of companies to enable financial performance in globalized markets through building a learning climate and empowering organizational members. In the absence of this important cultural aspect, firms cannot implement successful plans in order to adapt to today’s global business environment. I suggest that executives should consider this cultural aspect as an important enabler to enhance financial success.

My conclusion for executives is that organizational culture has a positive association with financial performance. Therefore, I suggest that a firm’s ability to enhance financial performance can be highly affected when executives develop an effective organizational culture as the primary form of managing people and profitability. Therefore, I appeal to executives across the globe that organizational culture can enhance profitability and market share. In addition, earlier studies clearly indicate that organizational culture significantly contributes to firms’ financial performance. Furthermore, these researches acknowledge that this organizational factor is an important enabler to decrease costs and subsequently improve profitability for corporations. These industry studies also show that organizational culture enables companies to effectively identify opportunities in an external business environment that leads to identifying the best opportunities for investment that potentially improves financial performance in terms of return on investment.

The next sections particularly present a set of actions that can be taken by executives to build an effective organizational culture within organizations.

Guidelines
To build a collaboration culture, executives can develop a collaborative work climate in which:

• Employees are satisfied by the degree of collaboration between departments
• Employees are supportive.
• Employees are helpful.
• There is a willingness to accept responsibility for failure.

To create a trust culture, executives can build an atmosphere of trust and openness in which:

• Employees are generally trustworthy.
• Employees have reciprocal faith in other members’ intentions and behaviours.
• Employees have reciprocal faith in others’ abilities.
• Employees have reciprocal faith in others’ behaviors to work toward commercial objectives.
• Employees have reciprocal faith in others’ decisions towards organizational interests than individual interests.
• Employees have relationships based on reciprocal faith.

To foster a learning culture, executives can contribute to the development of a learning workplace in which:

• Various formal training programs are provided to improve the performance of duties.
• Opportunities are provided for informal individual development other than formal training such as work assignments and job rotation.
• There is an encouragement to attend external seminars, symposia, etc.
• Various social mechanisms such as clubs and community gatherings are provided.
• Employees are satisfied by the contents of job training or self-development programs.

In Conclusion
This article presents executives with an organizational culture that can be effectively manipulated to improve financial performance and become more profitable in the post-coronavirus economy. Standing on the shoulders of scholars before us, I indicate that organizational culture is a major internal resource for business success. Without a grasp on this tenet, executives are bound to fail. One important dimension that all managers worldwide can learn from this article is that organizational culture can help companies to accomplish the business goals that they would not ordinarily consider part of their competencies. The question posited for executives and leaders in any and all corporations is to accept the challenge of cultural changes in order to address the current gaps in business effectiveness and improve their financial performance in global markets after the Covid-19 panic.