Over the years, much has been written about culture. All too often, publications have left the reader with a very academic or “
This article discusses five steps for transforming an organization’s culture:
Step 1: Understand your business strategy. The starting place is to develop a formal plan and fully understand the implications of your business strategy on the culture of your organization. The key areas of focus include your vision/mission, enterprise-wide scorecard, and planned/ongoing strategic initiatives.
Step 2: Determine future state culture. Translate the business strategy into a short list of future-state cultural characteristics, values
Step 4: Identify culture gaps. Conduct a gap analysis to identify the disparity between the desired and current-state cultures. Specifically, a number of structured meetings are facilitated to identify and prioritize gaps between the current cultural characteristics, values and behaviors, and those that are future-state. Pay careful attention to those that must evolve to be successful in the future. The focus is to not change everything, which is impossible, but to focus on a finite list of cultural characteristics, values
Step 5: Create and execute culture alignment plan. Most leaders and business owners don’t understand that an organization’s culture is an output of your organization’s business model. A number of factors ultimately determine your organization’s culture, such as the amount/type of technology you use, the leadership styles of your management team, performance management practices, and compensation and hiring practices.
Therefore, culture can be modified over time by minimizing undesired characteristics, values
By modifying specific attributes of your organization, you can evolve the culture over time. The key is to understand the link between inputs and outputs. If you modify such factors as your recognition, compensation, metrics and performance management practices, then cultural characteristics, values and behaviors will change over time.
Culture serves as a semi-permeable boundary in terms of what an organization can achieve. Cultural characteristics, values