How do you Create Culture Change in large and small organisations?
Question: How long does it take to build a new, vibrant culture?
Answer: It takes as long as you want it to take. Of course, it depends on the size and complexity of the organisation and can be managed if you work through a methodical approach. Don’t confuse ‘culture change’ with ‘soft’, ‘fluffy’ intangible projects focused entirely on developing a caring culture where performance is neglected.
Answer: It takes as long as you want it to take. Of course, it depends on the size and complexity of the organisation and can be managed if you work through a methodical approach. Don’t confuse ‘culture change’ with ‘soft’, ‘fluffy’ intangible projects focused entirely on developing a caring culture where performance is neglected.
Question: What are the differences in creating culture change in small and large organisations?
Answer: The scale of implementation is the issue. You cannot change everything over night in a large business, but you can focus on working on core processes which support the organisational mission.
How we would start is to assess the current culture, and also measure the effectiveness of core processes that unite functions and geographies in delivering to users. From here, we would focus on the ‘Vital Few’ issues that need to be resolved and put the ‘Trivial Many’ (lower level, lower impact annoyances on the back burner) whilst working on core issues that need implemented.
We would also focus on working with the SMT in allocating us Line Managers to be local guardians of the culture change and train them to deal with the primary focus on implementation through engagement.
Answer: The scale of implementation is the issue. You cannot change everything over night in a large business, but you can focus on working on core processes which support the organisational mission.
How we would start is to assess the current culture, and also measure the effectiveness of core processes that unite functions and geographies in delivering to users. From here, we would focus on the ‘Vital Few’ issues that need to be resolved and put the ‘Trivial Many’ (lower level, lower impact annoyances on the back burner) whilst working on core issues that need implemented.
We would also focus on working with the SMT in allocating us Line Managers to be local guardians of the culture change and train them to deal with the primary focus on implementation through engagement.
Question: Does culture Change have to take such a long time?
Answer: Culture change as a process had traditionally been seen as a long drawn out process that starts to partially deliver over a period of years. We don’t see it like that.
We use our Vision to KPI’s model to shape the culture and use metrics along the way to assess and evaluate progress. Culture change does not need to be an intangible nefarious process – it can be tangible and deliver bottom line if the SMT design it to be that way.
Failing to plan and execute is planning to fail.
Answer: Culture change as a process had traditionally been seen as a long drawn out process that starts to partially deliver over a period of years. We don’t see it like that.
We use our Vision to KPI’s model to shape the culture and use metrics along the way to assess and evaluate progress. Culture change does not need to be an intangible nefarious process – it can be tangible and deliver bottom line if the SMT design it to be that way.
Failing to plan and execute is planning to fail.
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