- Is your workforce satisfied? are you satisfied
with your workforce?
- Are your staff: too competitive?
not competitive enough?
- Are you realising the benefits of your
investment in workforce productivity? Or are you lacking the support
of an adaptive organisational culture?
- Do people in the labour market have a
negative perception of your organisation's culture?
If any of these issues sound
familiar, then taking a closer look at your organisation's culture
will improve the marketability, retention, and productivity of your
workforce. I consult on cultural change management in a range
of contexts including:
- misalignment of culture to strategy
- workforce restructuring
- mergers and acquisitions
- counter-productive attitudes and behaviour
The drivers of organisational culture
fall into two categories: (a) the rules, protocols and structures
that guide the way your people behave and work, and (b) the attitudes,
values, belief systems and mindsets of these people.
Change is challenging…
yet it is the one constant in the modern world. The challenge comes
largely from the fact that humans are deeply habitual -we learn
to do things that work for us and become reliant on our familiar
routines. Because of this we tend think, and therefore, act
habitually. And therein lies the difficulty -change is required,
yet in many ways we are hard-wired to resist it.
An organisation is its people…
so in order to get to the heart of organisational culture, you must
confront it at the personal level. Change is usually dependent
on a set of individuals who have different upbringings, values and
experiences, so understanding the nature of personal change is critical
if cultural change is to be successful.
People must be ready, willing and
able to change. In order for habit change to take
place, people must know what to do (the specific details
of what is required in a way that they can understand and apply),
they must know why to do it (the reason), they must want
to do it (the motivation) and they must know how to do
it (the skills).
The process for cultural change.
I tailor my approach to the individual needs of my clients. However,
the usual process is follows:
- Clarifying the vision and strategy of
the organisation or team
- Auditing and understanding the current
- Identifying the required culture
- Designing programmes/processes required
to implement the new culture
- Implementing the programme and processes
- Dealing with change resistance;
supporting, mentoring and following up to ensure change is permanent,
- Ongoing audits