Infographic: Why Culture Matters and How It Makes Change Stick

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This graphic – based on findings from the 2013 Culture and Change Management Survey – highlights key findings, global perceptions of culture, top barriers to sustainable change, and presents a comprehensive picture of the survey demographic, which consisted of more than 2,200 participants around the world. Learn more: http://www.booz.com/cultureandchange

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  • Great work!!!
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  • Interesting that only 43% believe that the CEO and other top-leaders are responsible for culture change. When CEO and other top-leaders are not living the culture change to 100% nothing in regard to that change will happen.
    They need many support in order to do that with passion and full engagement. In most cases they do not get feedback and so they are not aware of what they are doing to support the 'old culture'. That is a big fault.

    Best regards, Christoph
    www.cs-seminare.com
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  • Employees love change that they initiate, but resist change forced on them. No one likes to be told what to do. Since most managements believe they are there to direct and control the workforce, they demotivate and disengage their employees and fail at change. If management chooses to create a fully engaged workforce of Superstars, effecting change will become very easy. Besides, a fully engaged workforce is hundreds of percent more productive than if not engaged and retention problems disappear because everyone loves such a workplace. All management needs is the simple script of how to listen and respond to employees.

    Best regards, Ben
    www.bensimonton.com
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Infographic: Why Culture Matters and How It Makes Change Stick

  1. 1. CULTURE AND CHANGE Why Culture Matters and How It Makes Change Stick Cultural Outlook 84% believe culture is critical to business success 60% think culture is more important than strategy or operating model ONLY 51% 35% think a major overhaul is currently needed in their culture think their company’s culture is effectively managed Who’s driving the change? Who IS in charge of culture change? Who SHOULD BE responsible for culture change? 59% 14% claim the CEO and other top leaders are currently responsible for change 43% 42% say CEO and other top leaders say all employees Why doesn’t change last? Top reasons employees resist change: say all employees are currently responsible for change Top barriers to change: Are skeptical due to past failed change efforts Competing priorities create change fatigue Systems, processes, and incentives do not support change Do not feel involved in the change process Do not understand reasons for change 48% agree – critical capabilities are not in place to sustain change Creating sustainable change 67% Focus on a critical few behaviors with the most cultural impact ONLY 54% think that “change programs” have a positive impact Sustaining change: of organizations are capable of sustainable change Expand change capabilities beyond leadership and communication alignment Activate informal levers, such as peer networks and storytelling Global Snapshot How various regions view culture and their ability to create lasting change CRITICALITY IMPORTANCE SUSTAINABILITY How critical is culture to business success? How important is culture in relation to strategy and operating model? Are your changes sustainable? North AMERICA CENTRAL AMERICA Middle East and Africa 87% 61% 56% 88% 58% 70% 82% 55% 40% Critical Most Important Sustainable Change Critical Most Important Sustainable Change Critical Most Important Sustainable Change Geographies Significant response levels from many regions: 44% 23% 17% 7% 5% 4% North America Europe Asia/Australia/S. Pacific Middle East/Africa South America Central America SOUTH AMERICA 84% 57% 60% Asia, South Pacific, and Australia 84% 66% 60% Critical Most Important Sustainable Change Europe 79% 57% 40% Critical Most Important Sustainable Change Critical Most Important Sustainable Change Survey Demographics 2,200+ 53% Corporate Title respondents Company Size 72% worked in companies that had 0-10,000 employees Industry 15% 34% Retail Other of respondents were management level or above 12% Consumer C-Suite level 17% 15% Director level 24% Manager level 8% 12% 28% Large 10,000+ Engineering 7% 9% Energy Healthcare Finance Find out more here: www.booz.com/cultureandchange Copyright 2013 Booz & Company Inc. All rights reserved.

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