Change management techniques can be used to change workplace culture. Assessing the current culture is important to identify areas for improvement. John Kotter's 8 step model is effective for cultural change and includes creating urgency, building a team, developing a vision, communicating the vision, empowering others, producing short-term wins, sustaining change, and making the change stick. Affecting cultural shift takes time and sustained commitment from management.
An abridged (very abridged! - I had 20 minutes, but love hearing myself write) presentation on organisational change and culture for a recent job application.
Human Flourishing + Aligned Human Capital Strategy + InventionPeopleLead
Are you interested in creating a healthy, vibrant and inclusive workplace culture? Does your organization have an aligned human capital strategy? How might we co-create conditions for human flourishing and invention so your organization thrives?
An abridged (very abridged! - I had 20 minutes, but love hearing myself write) presentation on organisational change and culture for a recent job application.
Human Flourishing + Aligned Human Capital Strategy + InventionPeopleLead
Are you interested in creating a healthy, vibrant and inclusive workplace culture? Does your organization have an aligned human capital strategy? How might we co-create conditions for human flourishing and invention so your organization thrives?
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
http://www.ndimdelhi.org/
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Few tips on how to develop organizational culture from what it really means to how you should go about it. From a key note speak with Digiladies group by Susanna Rantanen
An academic analysis of cultural assessment tools available to organizations and hiring managers seeking to use culture as a selection criteria for applicants.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
Organization Culture & change management in development process vasishta bhargava
Organization development & change management is discussed with its interrelationships. The process of change management is shown with the importance of management style & leadership skills prevalent in organization.
François Salazar, Dirigeant facilitateur & Guide agile Prometil – équipe Waavy nous a présenté sur l’édition Toulousaine des points sous-jacents de l’Agilité à grande échelle avec leurs enjeux et les impacts organisationnels engendrés par la mise en place d’une telle démarche, quel que soit le format choisi (SCRUM, SAFe®, …) et les typographies de sociétés.
“Déployer une démarche agile à grande échelle met en lumière les besoins d’évolution culturels dans l’entreprise. Les négliger conduit potentiellement à laisser de côté la plupart des bénéfices attendus et de reproduire le système de fragmentation des responsabilités mis en application par Taylor et Ford. N’oublions pas que l’agilité est d’abord définie par des valeurs et non des processus”.
L'auteur : François occupe aujourd’hui un poste de directeur dans une PME Innovante en transition vers un modèle auto-organisé. Il partage aussi ses retours d’expériences comme coach de transition pour les dirigeants et leurs équipes sur les axes opérationnels, managériaux et stratégiques.
Systemic Approach to Cultural Transformation - InspireOneInspireone
One common element that stands out in successful cultural transformation stories is the systemic approach that organizations have adopted to transform their cultures. InspireOne's Culture Transformation solutions are designed around the 5-box model which is values signals , skills , structure, systems that brings tangible and sustainable results.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
http://www.ndimdelhi.org/
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Few tips on how to develop organizational culture from what it really means to how you should go about it. From a key note speak with Digiladies group by Susanna Rantanen
An academic analysis of cultural assessment tools available to organizations and hiring managers seeking to use culture as a selection criteria for applicants.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
Organization Culture & change management in development process vasishta bhargava
Organization development & change management is discussed with its interrelationships. The process of change management is shown with the importance of management style & leadership skills prevalent in organization.
François Salazar, Dirigeant facilitateur & Guide agile Prometil – équipe Waavy nous a présenté sur l’édition Toulousaine des points sous-jacents de l’Agilité à grande échelle avec leurs enjeux et les impacts organisationnels engendrés par la mise en place d’une telle démarche, quel que soit le format choisi (SCRUM, SAFe®, …) et les typographies de sociétés.
“Déployer une démarche agile à grande échelle met en lumière les besoins d’évolution culturels dans l’entreprise. Les négliger conduit potentiellement à laisser de côté la plupart des bénéfices attendus et de reproduire le système de fragmentation des responsabilités mis en application par Taylor et Ford. N’oublions pas que l’agilité est d’abord définie par des valeurs et non des processus”.
L'auteur : François occupe aujourd’hui un poste de directeur dans une PME Innovante en transition vers un modèle auto-organisé. Il partage aussi ses retours d’expériences comme coach de transition pour les dirigeants et leurs équipes sur les axes opérationnels, managériaux et stratégiques.
Systemic Approach to Cultural Transformation - InspireOneInspireone
One common element that stands out in successful cultural transformation stories is the systemic approach that organizations have adopted to transform their cultures. InspireOne's Culture Transformation solutions are designed around the 5-box model which is values signals , skills , structure, systems that brings tangible and sustainable results.
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
The Importance of Organisational Values Webinar SlidesValuesCentre
"Everything I Have Learned About Values" is now available for purchase! The book summarizes Richard Barrett's 30-year journey to understand how values shape our decision-making. In celebration of its release, we created a three-part webinar series to explore the importance of values.
To watch a recording of this webinar, please use this link:
https://youtu.be/1GXsNm249S4
This webinar focuses on the role values play in organisational culture. Richard will share insights on:
-How do you build a high performing values-driven organization?
-Why is it important to measure your culture?
-What role do leaders play in managing culture?
For more information please visit our website:
https://valuescentre.com
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docxsagarlesley
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act and inieract. An oi'ganizatian has a personaiity too-we call
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culture in similar terms.
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o
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Dimensions of Organizational Cu lture
Exhibit 2-4
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How Can Culture Be Described?
The seven dimensions (shown in Exhibit 2-41:33
. Bange from /ow(not typical of the culture) to high (especially typical of the culture).
o Provide a composite picture of the organization's culture.
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Where Does Culture Come From? How Do Employees Leam the Culture?
How Does 0rganizational Culture Affect Managers?
Ambrosia Humphrey, vice preside ...
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Entrepreneurs, Culture, and Entrepreneurial CultureMcullenrjzsme
Entrepreneurs, Culture, and Entrepreneurial Culture
Marlene E. Weaver, MBA
School of Business
Hello,
I would like to talk to you today about entrepreneurs, culture, and entrepreneurial culture with regard to strategic management.
We have all heard these words before, but have we thought about them in reference to organizations and businesses?
1
Topics for discussion
Introduction
What is an entrepreneur?
What is organizational culture?
What is entrepreneurial culture?
Why is it important to know the difference?
In this brief presentation we will review the formal definitions of these words and then we will relate those definitions to an organization.
We will review the definition of an entrepreneur, the definition of organizational culture and the definition of entrepreneurial culture and discuss the differences between them.
2
Introduction
Entrepreneur
- Culture
Entrepreneurship
Entrepreneurial culture
3
Our course material has many references to entrepreneurs, entrepreneurship, and entrepreneurial culture.
It is important that we understand their different meanings before we read the material for the week. Once you get past the spelling, the rest is easy!
What is an entrepreneur?
The Webster (1988) dictionary describes an entrepreneur as “a person who organizes and manages a business undertaking, assuming the risk for the sake of profit” (p.454).
How do we describe an entrepreneur?
- an inventor of a business
- a risk taker
When we think about the formal dictionary definition of an entrepreneur, “a person who organizes and manages a business, assuming risk for the sake of profit” we think about the man down the street who just invested his life savings in to a dog training business.
He had an idea for a business venture and set it up hoping to be successful.
4
Other thoughts about entrepreneurs
Inventions are important
Entrepreneurs are important
New ideas
New stores
New services
Inventors like Thomas Edison had an idea and created it. There are also many inventions that fail for some of the same reasons that businesses fail. There is lack of money and focus.
Entrepreneurs are no different. There is a new idea for business, for a product, for a store, or a service and then the entrepreneur makes it happen.
5
Culture
The Webster (1988) dictionary describes culture as “the ideas, customs, skills, arts, etc. of a people or group, that are transferred, communicated, or passed along (p. 337).
Western culture
Eastern culture
Religious culture
Organizational culture
Culture is formally described in the dictionary as “the ideas, customs, skills, art of a group, that are transferred, communicated, or passed along”.
We have cultures based on our location, our heritage, our religion, our schools, and our business.
6
Organizational Culture
- Dess, Lumpkin and Eisner (2010) describe organizational culture as “ a system of shared values and beliefs that shape ...
“Building a culture of collaboration and innovation” explains the key factors and strategies to drive cultural change throughout the stakeholder system in order to foster collaboration and innovation in the destination, as these are crucial to the success of Tourism 3.0.
Similar to Rosalie cuy final assessment presentation (20)
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Business Valuation Principles for EntrepreneursBen Wann
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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2. What is ‘Workplace Culture’?
There are many different definitions of workplace
culture, however they all generally agree that
collective
experience, routine, beliefs, values, goals, rituals, j
argon and systems all go into making up a
workplace ‘culture’. It’s how an organisation
carries out it’s business on a day to day basis, it’s
‘the way we do things around here’.
A more formal definition is: ‘The specific collection of values and norms
that are shared by people and groups in an organization and that
control the way they interact with each other and with stakeholders
outside the organization.’Charles W. L. Hill, and Gareth R.
Jones, (2001)
3. What is ‘Workplace Culture’?
http://www.youtube.com/watch?v=s
O2vNyBroco&feature=related
Let’s take a few minutes to learn about Workplace
Culture (also known as Corporate Culture)
4. Why is it important?
Workplace Culture is often the
hidden factor that can substantially
impact on an organisations
profitability, growth potential and it’s
ability to quickly adapt to changing
conditions in the business
environment.
5. ‘Types of Workplace Cultures’
Most organisations overall workplace cultures will
fall into 1 of 4 different cultural structures:
1.Power Culture
2.Role Culture
3.Task Culture
4.Person Culture
6. ‘Which Type Do We Look Like?’
Power Culture – power is controlled by an individual or small
group, usually found in small to medium sized organisations.
Little delegation of decision making authority, personal
relationships with the individual or small group which controls
the power matter more than formal position within the
organisation.
Role Culture – Typical hierarchical in structure, people have
clearly delegated authority for decision making. Power comes
from position held in the organisation and is regulated by
procedures and policy.
Task Culture – team based approach to completing tasks,
power derives from expertise and these cultures often have
multiple lines of reporting.
Person Culture – this type of structure is more commonly
found in non-profit organisations where the person is the ‘face’
and driving force behind operations of the organisation.
7. But What’s Our Workplace Culture ?
An assessment process can be
undertaken to determine what
the current workplace culture is.
Some of the methods commonly
used are anonymous employee
surveys, observation, interviews,
focus groups and customer
surveys where applicable.
8. The Seen & Unseen Culture ?
Just like an iceberg the majority
of workplace culture is
‘hidden’, it’s the unwritten
rules, behaviours and accepted
ways of doing things that can be
difficult to identify, but it’s these
intangible aspects of workplace
cultural ‘norms’ that can be the
most detrimental and the hardest
to change.
What are some examples ?
9. Our Workplace Culture is…..
What now?
Once a good understanding of
what the workplace culture looks
like has been achieved the
aspects of the current culture
that have been identified as
being detrimental or that need to
be improved can then be
addressed through the use of
change management techniques.
10. So Where Do We Start?
Changing a Workplace Culture takes time, there are no ‘quick fixes’ and as
widespread cultural change is notoriously hard to achieve it is recommended
that only the most critical cultural changes are attempted first.
As the culture change filters down to the individual employee level and it
becomes established as the new cultural ‘norm’ other less critical cultural
changes can be implemented.
So, how do we go about implementing a workplace culture change? …..
11. The ‘Nut’s & Bolt’s
Widely accepted as an effective technique for change management
is John Kotter’s ‘8 Steps to Successful Change Management’
1. Create a sense of urgency
2. Pull together the Guiding Team
3. Develop the Change Vision & Strategy
4. Communicate for Understanding and Buy-in
5. Empower Others to Act
6. Produce Short-Term Wins
7. Don’t Let Up
8. Making the Change Stick
12. The ‘8 Steps’
1. Create a sense of urgency
There must be a clear and compelling reason for cultural change, for
example:
The organisation has been working the same way for so long that it’s become
detrimental to the company’s ability to adapt to marketplace changes and to being
competitive within it’s industry environment.
Merger with another company requires two different workplace cultures to be
amalgamated into one that is healthy to the continued growth and productivity of
the organisation
13. The ‘8 Steps’
2. Pull Together the Guiding Team
Cultural change must be enacted from the top down, therefore the
senior executive team must take ownership for driving the change
and be committed to consistently and obviously modelling the
cultural shift they want to see in others, to ‘walk the talk’ otherwise it
will be viewed by employees as just another company ‘fad’, that has
no real substance.
14. The ‘8 Steps’
3. Develop the Change Vision and Strategy.
A clear and unambiguous vision & strategy statement developed that
explains why the culture change is needed, how it aligns with the
corporate vision and mission and how it’s going to be undertaken and
the expected benefits to both the organisation and to employees.
15. The ‘8 Steps’
4. Communicate for Understanding and
Buy-In.
Take the time and make the effort to communicate
the cultural change vision & strategy to all
employee’s, encourage feedback and suggestions
to gain buy-in and ensure the change strategy is
flexible enough to adapt & incorporate any useful
contributions from employees.
Workshops or team building activities that focus on
the behaviours & values that are desired in the
new cultural shift. Slogans on company literature
or other items that encapsulate the new culture.
Discuss in daily conversations, demonstrate the
new culture in every activity undertaken.
16. The ‘8 Steps’
5. Empower Others to Act
Recognise and reward people for making the
cultural change happen. Look for the ‘resisters’
and take the time to help them see the reasons
for the change.
Remove any obstacles that are hindering the
change, ie outdated or contradictory procedures
or structures.
17. The ‘8 Steps’
6. Produce Short-Term Wins
Cultural change can be given a ‘jump start’ by
addressing the tangible components of the change
strategy, for instance the re-organisation of the
office layout, goals that can be achieved early and
with visible success will help keep the momentum
going and can help sway the ‘detractors’ to come
onboard.
18. The ‘8 Steps’
7. Don’t Let Up
Don’t lose focus or your change process will ‘run out
of steam’, cultural change takes time and the
commitment to the change process must not become
stalled or die off over time. Continuous support by the
organisations leaders will ensure that the cultural shift
becomes the new norm and that it doesn’t revert back
to the old pattern of undesirable culture.
19. The ‘8 Steps’
8. Making the Change Stick
Make the new culture part of every aspect of the
organisation, to recruitment, processes, performance
appraisals, and company core values. Make sure that
everyone ‘walks the talk’.
20. In Summary
Affecting a cultural shift in the workplace is one of the
most difficult change processes an organisation can
undertake. Being able to accurately & honestly
evaluate the current culture is highly important to
being able to successfully initiate a workplace culture
change.
Equally important is management’s commitment to
the change process and they’re ability to sustain that
commitment over the period required to engender a
cultural shift; this is key to a successful outcome.
Without these two factors in place at the start of the
process there is a high probability of failure.
21. In Summary
Careful planning, ensuring a high level
of employee ‘buy in’, recognising &
celebrating the achievements at each
stage, clear and regular
communication and most importantly
of all ‘Walking the Talk’ will help make
the culture change in the workplace
an achievable reality.