How Does Organizational Culture Impact The Change Process

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How Does Organizational Culture Affect Change?

What role does organizational culture play in the process of change? A company’s capacity to adapt is influenced by a variety of elements, one of which is its culture. Among them are the following:

  • Culture, leadership, and external factors, such as client demands and aspirations, are all important.

Among a slew of other stuff. When planning an organizational change project, change practitioners should take the time to thoroughly consider each of these considerations. Each component will be given a varying weight based on the specific circumstances of the organization in question. Let’s take a closer look at a few of these aspects in greater depth.

Factors that Affect Organizational Change

There are a variety of factors that might affect change initiatives, whether for the better or for the worse. These factors range from business processes to culture to financing. Before starting a change project, change managers should go over each of these items with their team. The following are some of the most significant:

  • Identifying Customer Requirements– What do customers genuinely want? As an example, if your products or services do not fulfill their requirements, it may be necessary to modify your product in order to meet those requirements. When rivals are moving forward, inventing better goods and building more compelling value propositions, it is essential to change
  • Otherwise, it is too late. Executive Leadership– Executive leadership has the ability to either push change or stifle it completely. When the timing is perfect for change, it is vital to secure executive backing as soon as possible
  • Else, the change will be stifled. Budget– The budget is one of the most important considerations for every business venture. Generally speaking, it can have an impact on change efforts in general, as well as programs directed at cultural transformation. Instruments and technology – Technology may assist in the facilitation of change, and it can even serve as the focal point of change. However, it may also act as a deterrent to organizational change, particularly when people are apprehensive or when funds are limited. Procedures that have been in place for a long time– Inertia and a desire to hold on to the familiar can keep individuals stuck in old processes for far too long. This, in turn, has a negative impact on a company’s flexibility and agility. A crucial component of every transformation initiative is the consideration of culture. People can either enthusiastically accept change or be apathetic to it, or they might aggressively reject it.

Despite the fact that all of these aspects are important in each change project, culture continues to be a top priority for change managers.

How Does Organizational Culture Affect Change?

Some of the elements that influence transformation that have been stated are quite black and white. You either have the financial resources to make changes or you don’t. Customers either require a new feature or do not require it. When other individuals become involved, though, the situation becomes more complicated. Employee support is dependent on the following factors:

  • Why should they care – that is, how would they profit from a shift in perspective
  • How much additional effort is required
  • They want to know how the final outcome will affect their employment, incomes, long-term career possibilities, and so on. Generally, their views toward change, new ideas, and new objects are as follows:

Finally, culture enters the picture since it may be considered as the “central pillar” that substantially impacts many of the other aspects mentioned above.

What Makes a “Good” Corporate Culture?

In the same way that there is no such thing as a “good” ice cream flavor, there is also no such thing as a “good” company culture in the business world. It’s all a matter of perspective. In some cases, a company may be competitive, motivated, and fast-paced in its operations. Another may be more laid-back, sociable, and leisurely in pace. Today’s marketplace, on the other hand, is always evolving. This indicates that firms who are committed to constant change will have a better chance of surviving and succeeding in the coming years.

  • Technology is producing widespread and widespread disturbance over the world. Disruptive developments are being fueled by new technology advancements, ranging from the internet to the cell phone. Businesses that do not use both are at a significant competitive disadvantage
  • Innovative enterprises that can disrupt and transform are those that are most likely to win and dominate in the long run
  • Businesses that do not use both are at a significant competitive disadvantage. The top corporations in today’s world are all in the technology sector. Google, Apple, Amazon, Microsoft, and Facebook have all surpassed the erstwhile world leaders in a few of years, according to some estimates. Clearly, technology and invention have enormous power
  • In a fast-paced world, speed and agility are essential. According to Keith Krach, chairman of DocuSign, “speed is the greatest weapon.” Organizations who are the most rapid in their innovation, production, and release into the marketplace will be the ones that will be able to overcome their outmoded competitors.

As previously stated, there is no such thing as a “good” or “poor” company culture in the business world. However, it is undeniable that we live in an economy that is fueled by technological advancement, innovation, and rapidity. Furthermore, it should be very obvious which cultural characteristics will have a favorable impact on cultural transformation.

Redesigning Your Corporate Culture for Continuous Change

Given the circumstances described above, change managers would be wise to instill characteristics such as the ones listed below:

  • Innovation– Fostering a culture of innovation requires enlisting the help of all members of the community. And it entails putting in place the appropriate structures, methods, and instruments to encourage innovation. Because of agile software development, agile change management, agile management, and other agile disciplines have sprouted up all over the place. As soon as you incorporate these processes into your workplace, the culture will gradually transform to reflect the improvements you’ve implemented. Openness to Change– In some situations, it is prudent to exercise caution. However, risk-averse attitudes can easily prohibit you from making money-generating investments — the kinds of investments that can help your firm remain competitive and profitable. Increase employees’ comfort with speed so that they become more aware and prepared for changes in the middle of the day. As a result of having a culture that is ready to act, respond, and deliver, a company will be able to offer products and services more rapidly
  • Modern-Day Digital Literacy– In today’s society, digital literacy is a need. Companies should develop a ” digital culture ” that promotes digital fluency among their employees. And, like with the other traits stated below, the most effective approach to grow this feature is by the introduction of systems that cultivate it
  • Education and Training for a Lifetime– It is becoming more acknowledged that continuing education and training will become a need for the future employment. Employee training solutions that are integrated into a company’s operations will result in a workforce that is more productive, relevant, engaged, and adaptable.

In this regard, it is important to note that these qualities do not always contradict with other aspects of organizational culture. Despite this, a firm can nevertheless be sociable, casual, and non-competitive, among other things. Change, on the other hand, is a constant in today’s economy. The characteristics discussed above will contribute to the development of corporate cultures that support, allow, and ignite change.

Chris serves as the Lead Author and Editor for the Change Blog. Chris started the Change blog in order to provide a platform for news and conversation about some of the topics, difficulties, stories, and ideas related to change management that are currently in the news.

How can Organizational Culture make a difference in Leading Change? –

Are you dissatisfied with the way your company is changing? I was certainly one of them! But it wasn’t until later that I began to spearhead change based on culture. Instead than working against organizational culture, I worked with it. That made a significant impact! To learn more about my work in culturechange, I’d want to provide some examples of how culture can encourage good leadership and transformation while also encouraging individuals to engage and empower themselves. Are you ready to engage your business in a conversation about culture and change?

Are you leading change?

Let’s be honest: being a change agent who achieves success is not simple. We’ve all heard the statistic that 70 percent of organizational reform initiatives fail. One of the causes for failure is because change projects are not aligned with the present culture of the organization. Another reason is the attitude of the industrial age when it comes to change: Change management is based on a linear worldview: reality can be predicted, and major transformations need significant resources. An executive team is in charge of creating change (who orders the others what to change).

  1. They do not incorporate or engage people in the process of transformation.
  2. To send a tweet, simply click here.
  3. Have you ever been tasked with changing the culture of a company on their behalf?
  4. Exactly.
  5. Employee resistance and inefficient management of the people side of change are the most significant obstacles to the success of big change programs – and they are the most difficult to overcome.
  6. rather than focusing on the “people side” of change, let us commit to driving change based on culture.
  • Include everyone in the process of making actual changes
  • Embrace inclusion. Accept complexity: there will be no tight control, but there will be self-organization within limitations
  • Take pleasure in non-linearity: alter one minor habit at a time to get a long-lasting, different result
  • System theory may be used to your advantage: incentivize a critical mass of employees to alter their behavior until the entire organization hits a tipping point
  • Keep an open mind to emergent qualities: you may come upon chances that you could not have predicted or prepared for

This may appear to be more complex than it actually is.

All of these issues are explored in further depth in the Change Circles, which you may learn more about in the sections below. To be successful, it is essential to understand the distinction between change management and change leadership. To send a tweet, simply click here.

Why consider Culture and Change Circles?

It was my desire to make a difference rather than merely make a livelihood that led me to work in the field of culture. Cultural barriers may be a significant impediment to change, leaving people firmly entrenched in their familiar routines. People in groups are prone to copying, coaching, and correcting one another in order to make things safe and consistent. However, you may also utilize this strong copy process in groups to practice new ways of doing and thinking, rather than the other way around.

Within these change circles, around 10 individuals work on the “what” and the “how” of change while also discovering “who” they are in the process.

I’ll go into further detail about this later.

Change: What?

I frequently utilize the Organizational Culture Assessment Instrument (OCAI – created by Cameron and Quinn) to help individuals establish consensus on the “What” to change in order to help them gain accord on the “How.” The Organizational Culture Assessment Instrument (OCAI) is a proven and simple survey that rates culture in a quantitative manner. Upon completion, you will get a culture profile that demonstrates the blend of culture types present in the current and intended situations. The OCAI maps four archetypes of culture, all of which are based on the Competing Values Framework: the entrepreneurial, inventive Adhocracy culture, the people-oriented, friendly Clan culture, the process-oriented, organized Hierarchy culture, and the results-oriented, competitive Market culture.

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Of course, there are other tools that may be used to map a culture as well.

Conversations regarding the “Why and What,” as well as the “How” of change, are taking place in the community.

We evaluate our future difficulties and objectives as a group, and we determine which culture would be the most successful in achieving those objectives.

The group identifies the critical habits and beliefs that will enable them to be successful in their endeavors. They now understand their WhatWhy: where they are now, where they want to be in the future, and why they will embark on this road of transformation. But how are they going to get there?

Change: How? Journey from A to B

Modify Circles are groups of individuals who get together to help one another change their own behaviors.Click To Tweet The challenge of “how to adjust our everyday routines” to assist the organizational system in changing toward the desired culture and outcome of change is a fascinating component of the process of change. Each corporation has its own set of guidelines for how to do things. This is something that many client businesses want to outsource. Tell us what we should do so that we may become more inventive.

  • An professional consultant will not be able to inform you.
  • If you involve people in change circles, they may learn about contagious behaviors, intricacies of the organization, and the tipping moment in the company’s evolution.
  • No, I’m not an expert in a particular subject, but I am an expert in people and group dynamics.
  • Bringing about genuine transformation.

Change: Who? Engage in circles

It is impossible for a CEO to force people to change, even if she has a strong understanding of the What and How of change. People must be able to see it for themselves in order to commit to the change; else, they will not do it. According to a Gallup survey, 13 percent of employees worldwide are engaged. People must take responsibility for altering critical behaviors if we are to succeed. Change circles of ten people are sufficiently small to encourage debate, allow for the resolution of difficulties and the consideration of concerns.

  • Once trust has been established, small groups of people work together to accomplish their goals.
  • When the CEO is giving a speech on stage in front of a huge audience, there is nowhere to hide.
  • This process can be facilitated by an experienced leader, coach, or consultant.
  • Using their collective intelligence, they answer the how-to problem, while also reducing impediments, influencing certain people’s objections, and ultimately altering beliefs.

They make a commitment to the change while encouraging and supporting one another in order to achieve it and alter behaviors over time. The process of creating change circles may take more work up front, but the outcomes are more rewarding in the long run.

Cultures of positive leadership and kindness?

If you want to have a more positive effect at work, understanding more about the culture may be really beneficial to you. Change Circles are a fantastic tool for re-energizing, engaging, and empowering individuals. You may utilize them to cultivate a culture of compassion and develop good (self-)leadership in your organization. Learning to “see” culture, group dynamics, beliefs, and behaviors is beneficial for anybody desiring to make a difference even if they do not participate in change projects or change circles.

It includes five motivational lectures that are packed with real-world examples and practical advice.

This 4-hour video instruction is included in my video package, which also includes two video courses on culture.

Influence your culture in such a way that people may thrive rather than just endure.

  • What causes organizational change to fail so frequently – and what causes it to succeed
  • What is organizational culture, and why is it important in the context of change
  • How to Apply the Competing Values Framework in a Change Management Situation
  • Learn how to lead Change in Change Circles by reading this article. How to use Viral Change and Positive Leadership to your advantage
  • How to use the Change Circle to focus on one’s own behaviour and get support

The video training may open your eyes to the ways in which people do things at work and relate to one another, and why this is important if you want to see good change in the workplace. In particular, if you’d want to work toward creating a more positive culture, you might want to consider attending the Positive Culture Academy. Positive cultures have been shown to increase productivity. Consider the possibility of Change Leadership that works with culture rather than against it. When it comes to driving change, organizational culture makes a difference since it assists in focusing on the “people side” of things.

When you roll out a pre-designed change management program, this is far more effective than just disregarding culture or insinuating that the present culture is completely incorrect.

Please share your thoughts and experiences with change leadership in the comments section below.

  • What has worked successfully for you in your previous experiences
  • What strategies have you used to assist your (client’s) team or organization in making beneficial changes?

Marcella Bremer is the owner of the copyright for this work. All intellectual property rights are retained. Dreamfish captured this image of the conversation crew. Besides being an author, Marcella Bremer also works as a culturechange consultant. She is one of the co-founders of this LeadershipChange Blog as well as OCAI-online.com.

What Is the Relationship between Organizational Culture and Organizational Change?

Organizational culture refers to the method in which a firm conducts its business. A unique and mutually reinforcing link exists between corporate culture and organizational transformation, and it works both ways. Change may be made simpler or more difficult depending on the culture of the business, and the manner change is conveyed can have an impact on the overall efficacy of the change. In addition, significant organizational change can have a significant impact on the culture of a company.

  1. Organizational culture refers to the method in which a firm conducts its business.
  2. Depending on the industry, one organization may be quite tight regarding start and finish times, while another may be more liberal or accommodating.
  3. In addition, there are differences in how information is transmitted inside the organization, how management styles differ, and the way employees are expected to treat vendors, clients, and colleagues, to name a few examples.
  4. Changes having a significant level of effect are often referred to as seismic shifts.
  5. It is possible that the flexibility of an organization is the most direct relationship between organizational culture and organizational transformation.
  6. While some businesses are more conventional, others choose to carry on with their operations as they have in the past, regardless of market conditions.
  7. Another cultural component that influences transformation is the efficiency with which information is communicated.
  8. Employee input is also encouraged in companies that want to reduce employee stress, which is especially important when things are changing rapidly.
  9. This is especially important when there is a change in leadership, whether as a result of a merger or acquisition or as a result of a departure of senior management from the organization.

When this occurs, the new leadership, or the new ruling corporation, is likely to make major changes to the firm’s culture.

The Impact of Culture on Organizational Change

It’s possible you’ve heard it before. “Culture eats Strategy for breakfast,” says the author. An company with the finest plan in the world, but a culture that prevents it from putting that strategy into action, is doomed from the start. Having a desire to be the first to market with the most creative items, but working in a company that is overburdened with bureaucracy and fearful of taking chances? There’s a slim possibility you’ll be the first person anywhere. Do you want to have the greatest quality and lowest failure rate of anybody in the world, but you work in an organization where regulations are weak and individuals make judgments rapidly without much information?

  • Culture is defined as the total of the ideas and values that determine social standards and influence how things are done in a given society.
  • Is the organization motivated by outcomes and accomplishments, or by connections and individuals?
  • Adaptive and adaptable, or structured and stable?
  • A company’s culture reveals a great deal about the organization.
  • What kind of conduct is being rewarded and encouraged?
  • What methods do humans use to communicate?
  • Is the organization open to change?
  • Not true.
  • For example, if the organization lacks the needed focus on customers, then insist that every manager and above spend at least one day a quarter out in the field with customers.

Or if your organization is too cautious and can’t move quickly enough to respond to new demands (not a good thing for, say, a software company), verbally encourage teams to make decisions faster and try new things… and then throw a big party the first time one fails as visible demonstration that we appreciate and value risk-taking and new ideas.

If that culture is not consistent with the change that needs to come about, then the culture needs to be addressed head on. If we as leaders decide that we don’t want to do our part to change the culture, then we will live with the consequences of failure.

Recognizing Organizational Culture in Managing Change – A Peer-Reviewed Academic Articles

Products, markets, improved technology, and fierce rivalry have all increased dramatically in recent years, resulting in a more dynamic global corporate climate. In the twenty-first century, companies who have learnt to adapt to turbulence by managing change successfully have done well in the marketplace and in life. Change is recognized by most companies, but putting in place tactics that are sustainable is a significant barrier for many. System-wide change frequently fails due to a variety of factors, including a lack of awareness of fundamental organizational difficulties and a failure to realize the cross-functional consequences of change.

Employees at organizations with cultures that are aligned with the vision and goals of the firm appear to be more open to embracing change, according to research.

For this reason, we recommend that a cultural study be conducted in order to make planning and execution of organizational transformation more efficient.

Cultural insight, for starters, gives understanding of the level to which organization members are prepared to embrace change; second, a cultural assessment is likely to identify the fundamental cause of the difficulties that are impeding improved performance.

Measurement of Organizational Culture

By examining two very different organizations—a family-owned business and a multinational manufacturing company—this article demonstrates how management might use cultural evaluations to boost the chances of success while managing organizational transformation. Examples of this phenomena are The Goodwin Company, which specializes in contract packaging of home and automotive cleaning goods, and Patagonia, which is a worldwide brand that provides high-quality outdoor clothes and equipment. In both situations, the writers utilized the Integrated Cultural Framework (ICF) to analyze culture, which they modified from the work of Hofstede and Kluckhohn and Strodtbeck.

When reliability and validity tests are performed on the ICF, it has been found to be reliable and valid across a wide range of organizations and sectors.

  • Ability to Influence: The extent to which members of an organization have the chance to influence decision-making
  • Ability to Influence: Comfort with Ambiguity: The degree to which members feel at ease with uncertainty and risk-taking is measured. The amount to which members are aggressive, goal-directed, and achievement-oriented
  • Individualism against collectivism: The degree to which individuals are devoted to one another rather than to a collective
  • Egalitarianism is defined as the extent to which equal opportunity for progress exists. Time Orientation: The degree to which an organization’s objective or mission is based on values from the past, present, or future. Space Orientation: The amount to which the physical layout of the organization is open to the public, closed to the public, or a combination of the two

To begin with, the 35-item ICF survey was utilized to obtain responses from members of the organization.

As a result of the data collection conducted through the survey, an enormous number of interviews were conducted in order to obtain more substantial information on organizational culture.

Goodwin Company

In the early twentieth century, the Goodwin Company, formed in 1922 by Thomas A. Goodwin, produced and distributed a range of home cleaning goods under its own brand name. As a result of the intense competition in the retail sector, the company’s primary focus has changed to contract packaging and distribution in the residential and industrial cleaning markets as well as the automobile cleaning industry. Only the original product, Goodwin’s Ammonia, is being sold under the Goodwin brand name today.

To address concerns about rising labor expenses and stagnating income, an organizational culture study was initiated in order to establish the most effective transformation plan for the business.

The study indicated the following significant discoveries:

  • Workers’ Ability to Influence: According to the research, employees’ ability to suggest and execute change in the firm was poor. The interviews revealed that the employees had been frustrated as a result of the lack of respect for their feedback, and that this had lowered their enthusiasm to improve the process. In spite of the fact that Goodwin Company promoted cooperation as a key value, feedback from the management teams in California and Georgia revealed a low level of trust within management, which resulted in a lack of collaboration among the managers. Employees perceived the organization as being primarily concerned with the past and now, with no clear strategy for the future, according to the statistics.
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Changes to the Organization’s Structure Taking into consideration the findings of the research, three suggestions were made to the management team:

  1. To solve business difficulties, arrange travel across locations, and identify common ground to create trust, form a strategic management group that meets once a week. Increase the capacity of workers, consumers, and suppliers to express themselves and influence policies and processes by giving them a voice. Start by providing staff with a computerized feedback box, followed by customer service and supplier satisfaction questionnaires
  2. In order to foster a sense of ownership among employees, create a business vision and purpose statement, and bring in management teams from Atlanta and Los Angeles to drive this endeavor. To honor the firm’s history and longevity, artifacts such as corporate portraits from the company’s early years and bottles from product lines from the 1930s and 1940s should be relocated to both buildings. This will inspire cooperation among employees in both offices.

Outcomes The formation of a strategic management team turned out to be quite useful in the long run. By requiring the management team to travel between facilities, the group gained a greater grasp of the issues faced at both locations, and they began to establish a foundation of trust between the two organizations. The upshot of the team’s collective effort was the awarding of two additional contracts. In addition, Goodwin Company was recognized as a top facility in the country by a large chemical producer, which led in requests for production ideas that would not have been feasible without improvements in coordination among regional managers.

For example, because of a lack of response from customers, the customer service surveys did not produce the results that were intended.

Even though the proposal to develop a vision, purpose, and values statement was initially enthusiastically welcomed, the management team ultimately decided that the company’s vision should be set by its CEO and that the effort should be scrapped.

Patagonia

Patagonia’s corporate headquarters are in southern California, and the firm also has international operations in Japan and France, among other places. The company generated $275 million in revenue in 2007, and it presently employs 1,300 people globally, with 382 of them based in the corporate headquarters. Because the company’s founder Yvon Chouinard was dissatisfied with the conventional equipment used in adventure climbing, he redesigned and manufactured almost every climbing tool, making each one stronger, simpler, more functional, and more environmentally friendly than it had been before his arrival.

The organization’s one-of-a-kind aim and emphasis was to create the greatest goods possible while causing no needless harm.

It was in a self-published book, Let My People Go Surfing: The Education of a Reluctant Businessman, that Chouinard’s management concepts were laid forth for readers.

An organizational culture study was undertaken in order to have a deeper understanding of the underlying challenges and to determine a strategic direction.

Four senior managers and eleven mid-level managers from eight departments participated in 15 one-on-one interviews with the ICF at the corporate headquarters, which was conducted in conjunction with the ICF. Findings of Particular Importance

  • Ability to influence: The results revealed that members of the organization believed they had a reasonably high degree of potential to influence, but that included their opinion also resulted in a longer decision-making process. Consciousness of unpredictability: Despite the fact that the environment appeared to support creativity and encourage risk taking, the lack of a structured feedback procedure hindered the flow of ideas. Furthermore, the difficulty of balancing what appear to be diametrically opposed objectives of achieving a lucrative return while keeping a commitment to ecologically friendly products posed a hurdle
  • Individualism against collectivism: Patagonia aimed to foster a sense of community by providing an on-site childcare center, full health insurance, and a family-friendly environment. However, the corporation employs a huge number of individuals who are distinct and creative in their own right, and through encouraging invention, the company fostered a feeling of autonomy while providing only a limited incentive for collaboration.

In spite of the fact that Patagonia has been successful in its endeavors, the study concluded that in order to remain competitive, the organization must address the conflict between encouraging individual creativity and promoting a collaborative work environment, particularly in the context of the organization’s corporate mission. In addition, it appeared that the flow of information and the efficiency with which decisions were made needed to be addressed. Outcomes Upon presentation of the organizational culture research to the Board of Directors, they agreed that it was necessary to increase productivity by reiterating the organization’s objective and highlighting the necessity of a collaborative work environment.

  1. As a member of the senior management steering team, the human resources director will be involved in the creation of a strategic training strategy. In order to facilitate performance management feedback, improve communication skills, and improve negotiating competence while dealing with suppliers, training courses were established. It was decided to design a new employee training handbook in order to better educate new employees about the organizational structure and the flow of product lines from development to sales. The goal was to foster cooperation and collaboration while also highlighting the company’s basic values, which included quality, honesty, environmental stewardship, and a desire to not be restricted by conventional thinking and practices. The book written by Yvon Chouinard was given to each new hire in the hopes of introducing them to the principles associated with the organization’s mission
  2. All employees are now encouraged to participate in the Patagonia National Park protection program in Chile and Argentina to reinforce the importance of the mission statement and its meaning in their daily work
  3. And In exchange for participating in the three-week program, employees are paid a wage and the organization covers all of their connected expenditures. With an emphasis on gauging applicants’ knowledge and abilities, particularly their ability to operate in a team, the selection procedure for recruiting new members was evaluated.

Challenges A culture that has drifted away from the principles established by its founder is usually a difficult thing to shift, and this is especially true today. A few of Patagonia’s top performers have achieved success as a result of their ability to think beyond the box. Although these employees understand the value of cooperation, they may not be able to perceive it themselves in the long run, which may prevent the business from being able to respond in a timely manner to competitive pressures.

Image: Andrew Johnson

The essay investigated two unique firms, a family-owned enterprise and a worldwide factory, and used a cultural framework to discover the underlying organizational challenges in both organizations, which were then discussed in depth. In both instances, plans of action were developed that were system-wide and strategic in nature. Despite the fact that each organization had positive outcomes, extensive follow-up measures must to be adopted before any significant change can be accomplished. Cameron and Quinn assert that organizational changes are unlikely to occur unless and until a cultural change is implemented as a first stage in the process.

  1. Another point of view is provided by this study.
  2. Changes in the way new members are socialized at Patagonia may result in a greater commitment to the organization’s ideals and an encouragement of a team-oriented approach.
  3. The emphasis placed by Goodwin Company on improving cooperation, particularly within its management team, may result in members of the team continuing to communicate with one another, which will ideally become ingrained in their working relationships.
  4. The Heart of Change: Real Life Stories of How People Change Their Organizations, by John Kotter, is a book about organizational change (Harvard Business School Press, 2002).

(California: Jossey-Bass, 1999); Edgar Schein, The Corporate Culture Survival Guide (California: Jossey-Bass, 1999); In Sally Riad’s article, “Of Mergers and Cultures: What Happened to Shared Values and Joint Assumptions?” published in the Journal of Organizational Change Management, volume 20, number 1, Sally Riad explains what happened to shared values and joint assumptions after a merger (2007).

  • “Teaching Smart People How to Learn,” by Chris Argyris, Harvard Business Review, vol.
  • 14, p.
  • “Organizational Culture as a Predictor of Organizational Performance,” by Celeste Wilderom, Ursula Glunk, and Ralf Maslowski, in Handbook of Organizational Culture and Climate, edited by Neal Ashkanasy, Celeste Wilderom, and Mark Peterson (Oxford University Press, 2009).
  • Geret Hofstede’s Culture’s Consequences: International Differences in Work-Related Values (Culture’s Consequences: International Differences in Work-Related Values) (London: Sage Publications, 2001).
  • Kluchhohn and F.Strodtbeck, Variations in Value Orientation, F.

In 1999, Mark Mallinger and Gerard Rossy presented a lecture at the Western Academy of Management in Redondo Beach, California, titled “Film as a Lens for Studying Culture and its Implications for Management.” Other publications include Mark Mallinger and Gerard Rossy’s “The Trader Joe’s Experience: The Impact of Corporate Culture on Business Strategy,” published in the Graziadio Business Report 10, no.

2 (2007); and Mark Mallinger and Lindsley Boiney’s ” (2002).

According to Kim Cameron and Robert Quinn, Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Diagnosing and changing organizational culture: Based on the Competing Values Framework (California: Jossey-Bass, 2006).

Transforming Organizational Culture to Ensure Successful Organizational Change

6 minute read, written byOn September 11th, 20186 minute read

What is Organizational Culture?

The culture of an organization is defined as its collective thinking. These are patterns of widely accepted (sometimes unconscious) assumptions, beliefs, and values that serve as the foundation for people’s methods of being, connecting, and working. They also serve as the foundation for an organization’s relationship with and success in its environment. Or, to put it another way, the culture of an institution influences everything that occurs inside its confines. A company’s culture is reflected in the way employees interact with one another, in the way things are done on a daily basis, and in the way cultural change, organizational change, and transformation are handled.

What Kind of Culture Do You Have in Your Organization?

Take a time to consider the culture that exists inside your firm.

  • Is your company’s culture one in which employees are well-cared for, or is it one in which executives tend to load work on staff until they get overwhelmed? In times of stress and upheaval, how do your employees and leaders engage with one another? Is it appropriate for workers to raise concerns, express dissatisfaction, or make ideas for improvement? What is rewarded and what is condemned
  • What is the level of trust in your professional relationships? Where do you stand on the issues of authenticity and truth-telling? In terms of what is watched and/or reported
  • What is done with one’s emotions
  • What procedures are in place to deal with errors and malfunctions
  • Is there a willingness to learn and receive feedback? What is the usage and/or distribution of power
  • The extent to which cross-border support and collaboration are provided
  • What procedures are in place for dealing with blame and rumors

How Does Culture Change Impact the Success of Transformation?

The effectiveness of your transformational change projects is heavily influenced by the culture of your organization. When a major organizational transformation is in progress, the culture of the organization is at the forefront of considerations. It will either assist or obstruct the new state reality that you are attempting to build. As your business transitions from its old methods of doing things to new ways of doing things, it is probable that many of your organization’s patterns will emerge as beneficial or limiting.

Employees will almost certainly have to alter the way they engage with one another, what they prioritize and concentrate on, and how their outcomes are judged.

Your company’s culture has been built to be successful in the way that it has been, not in the way that you would like it to be.

Make cultural changes visible and precise so that everyone understands what they must do differently moving forward.

Cultural Transformation Starts with Leaders

Any significant cultural reform begins with the leaders of a company. Leaders must display the new behaviors in order to set a positive example for their staff and to indicate that these changes are not transient. The likelihood of employees taking this initiative on their own is low if their bosses do not display signals of change in their own behavior.

A leader must be totally committed to and believe in the new culture in order for it to be successful. When there is hesitancy or ambivalence regarding these ideas, employees will pick up on it. Demonstrating to them that this change is a top priority will encourage them to embrace the changes.

How Can Leaders Successfully Shift Organizational Culture?

From the outset of the change process, leadership and project teams must pay close attention to culture. Following the execution of a strategy, it will never be effective as a “bolt-on.” In addition, it is ineffective when used as a broad communication: “We must transform our culture.” That doesn’t help to specify exactly what has to happen in order for the new state to be successful and maintain its worth in the long run. The change must be supported by everyone who will be affected by it (leaders, managers, and employees) if it is to take root and be sustainable.

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This concentration, on the other hand, is always required for transformative change to be successful.

How Do You Reveal What Must Be Changed in an Organization’s Culture?

An evaluation of the influence of the new state solution on culture will be the most effective method of identifying what needs to be altered. Leaders will need to analyze what elements of the current culture are already in place that support their intended changes, as well as what elements of the present culture are preventing them from moving in the right direction. Specifically, they will have to determine the exact cultural markers that will need to be updated or implemented. Information exchange and utilization, as well as the use of incentives and penalties, how managers monitor the performance of their teams, how mistakes are dealt with, and other cultural indicators are all examples of cultural indicators.

Take some time to discover the following:

  • What aspect of the new state solution necessitates a cultural revolution in our society? What cultural indicators work, what cultural indicators do not work, what cultural indicators are required for this transformation endeavor to be successful
  • When it comes to putting these new norms and practices into action, what new actions are required? How can I, as a leader, serve as a role model for these behaviors? When communicating with and engaging my stakeholders, how can I ensure that they understand the need of changing their core method of working? What are the most effective methods of reinforcing new cultural norms and behaviors such that they become permanent?

Having answered these questions, you may begin implementing effective cultural change in your organization. Maintain the continuity of the cultural story as you articulate yourCase for Change and Change Strategy. Keep it alive in your heart and soul!

Changing Company Culture Requires a Movement, Not a Mandate

As with the wind, culture is everywhere. Although it is imperceptible, its impact may be seen and felt. When the wind is blowing in your direction, it is easy to navigate. When the wind is blowing in your direction, everything becomes more difficult. When it comes to transforming businesses to become more flexible and inventive, culture change is frequently the most difficult aspect of the transformation process. Culture change, on the other hand, cannot be done by a top-down mandate. Individuals’ emotions and habits, as well as their collective image of “how things are done around here,” contain the seeds of this idea.

  1. To build a movement within your organization, begin by presenting the issue in terms that elicit strong emotions and prompt action; then, by proving rapid wins, you may rally even more people.
  2. It is critical to begin with deeds, rather than with new purpose statements or organizational structures, because cultural change can only occur when individuals take action.
  3. As with the wind, culture is everywhere.
  4. When the wind is blowing in your direction, it is easy to navigate.
  5. When it comes to transforming businesses to become more flexible and inventive, culture change is frequently the most difficult aspect of the transformation process.
  6. Culture change, on the other hand, cannot be done by a top-down mandate.
  7. Those in positions of power can demand conformity, but they cannot impose optimism, trust, conviction, or innovation on others.

Dr. Reddy’s: A Movement-Minded Case Study

G.V. Prasad, the CEO of Dr. Reddy’s, a 33-year-old multinational pharmaceutical firm founded in India that manufactures low-cost generic medications, is one leader who knows this well. When you have more than seven unique business divisions functioning in 27 countries and more than 20,000 workers, decision-making has gotten more complicated, and the organization’s branches have fallen out of sync with one another. Dr. Reddy’s has implemented a large number of procedures throughout the years, and for a variety of valid reasons.

Prasad hoped to transform Dr.

He saw that it would take a voyage to align and motivate all of his people.

Over a period of several months, the Dr.

Together, they developed and refined the company’s mission, distilling it down to four simple phrases that concentrate on the patient: “Good health can’t wait.” “Good health can’t wait.” However, rather than putting this new phrase on motivational posters and repeating it in all-hands meetings, the leadership team began by discreetly incorporating it into their own decision-making processes and procedures.

  1. The objective was to put this concept into action rather than just speak about it.
  2. It was decided to alter product packaging in order to make it more user-friendly and boost adherence.
  3. It was decided to establish a complete internal data platform to assist Dr.
  4. It was now time to communicate the declared objective with a broader audience, first internally with all workers and then externally with the rest of the world, as described above.
  5. Reddy’s workers learnt about their organization’s mission and were asked to participate in its realization during an internal launch event.
  6. The next day, Dr.
  7. Soon after, the firm opened two new “innovation labs” in Hyderabad and Mumbai, with the goal of providing further structural support to the company’s creative efforts in the future.
  8. That was something he was really proud of!

However, he was behaving as a result of the haste. And, now that he’s learned the importance of being lean, he’s applying it to all of our procedures.

What Does a Movement Look Like?

The CEO of Dr. Reddy’s, a 33-year-old multinational pharmaceutical firm with its headquarters in India and a focus on producing inexpensive generic medications, is one such leader who knows this well. As a result of the company’s more than seven unique business divisions operating in 27 countries with more than 20,000 people, decision-making had become more complicated and the organization’s branches had become misaligned. There have been several treatments added by Dr. Reddy’s throughout the years, and for a variety of legitimate causes.

Dr.

In order to unite and motivate all personnel, he realized that a voyage was necessary.

For several months, the Dr.

As a team, they developed and refined the company’s mission, distilling it down to four simple phrases that are focused on the patient: “Good health can’t be put on hold.” Although this new phrase was plastered on motivational posters and repeated in all-hands meetings, the leadership team began by secretly adopting it to guide their own decisions rather than announcing it publicly.

  • Customers-centricity, agility, and innovation were among the characteristics that were sought in the projects chosen.
  • Because better physicians result in healthier patients, the role of sales representatives in Russia has been reconfigured to include serving as knowledge hubs for doctors.
  • Reddy’s workers be proactive in responding to client requests and solving problems in an agile manner, a complete internal data platform was established.
  • Dr.
  • All of the participants were asked to make a personal commitment on how they would contribute to “excellent health can’t wait” in their present employment.
  • Reddy’s revealed a new brand identity and website, which made its mission clear.
  • On his first day on the job, Prasad noticed a shift in the corporate culture: A scientist informed me that once we presented the concept of “good health can’t wait,” he produced a solution in 15 days, breaking every regulation that existed in the firm.
  • To get the raw components alone would normally take months, not to mention the rest of the procedure involved in manufacturing the drug.

The only thing he was doing was acting because he felt it was necessary. And, now that he’s learned the importance of being lean, he’s applying it to all of our processes.

Practices for Leading a Cultural Movement

The translation of social movement dynamics into change management strategies should not be done too quickly or simplistically by leaders. Having said that, leaders may gain a great deal from the tactics of effective movement creators. Define the problem. Often, successful leaders of movements are adept at presenting events in ways that elicit emotional responses and prompt others to act. Framing can also be used to exert societal pressure on people to conform. Examples include “Secondhand smoking is lethal.” So you should be ashamed of yourself for smoking in public.” When it comes to corporate culture change, merely describing why something has to be done will not enough.

  • People must have a strong desire, and even a sense of duty, to change in order to mobilize their full and long-term commitment.
  • In order to achieve greatness in the service of others, a worthy organizational purpose must be pursued.
  • It offers purpose to one’s job, elicits individual feeling, and mobilizes a group of people to act.
  • Reddy’s metamorphosis was described by Prasad as the quest of “excellent health that can’t wait.” Demonstrate your ability to get rapid victories.
  • According to research, proving efficacy is one method by which movements can attract people who are supportive but have not yet been motivated to join them.
  • Instead, they should highlight examples of acts that they would like to see more of in the culture as a whole.
  • Other times, they must be constructed from scratch.

The Dr.

Make use of existing networks.

Effective movement builders also understand how to mobilize existing networks to serve their objectives.

However, enlisting new supporters for a cause is not the only manner in which social media may be used by movement leaders.

It was not necessary for Dr.

Individuals from across the business were involved in the process, which took place over the course of several months.

As well as inviting all workers to make the cause their own during the organization-wide launch event, Prasad encouraged everyone to define how they personally would contribute to the delivery of “excellent health can’t wait.” Create safe havens for people.

Beauty shops in the Southern United States during the civil rights struggle, Quaker labor camps in the 1960s and 1970s, and the Seneca Women’s Encampment in the 1980s and early 1990s are examples of such places of resistance.

Their existence is a microcosm of what the movement hopes will come to pass in the future.

In order to encourage individuals to behave in a different way, it is beneficial to alter the environment in which they live so that they are more supportive of their new behaviors, particularly when such behaviors are in opposition to the dominant culture.

Doctor Reddy’s built two innovation laboratories to study the future of medicine and to create an environment in which individuals may more easily adopt new beliefs and engage in new behaviors.

Movement makers are professionals in creating and deploying symbols and costumes that, at the same time, elicit a sense of camaraderie while also clearly delineating who they are and what they stand for in the eyes of the outside community.

T-shirts, bumper stickers, and buttons that support a broad cause are examples of such symbols, as are the large puppets that are frequently seen at protest gatherings, which are examples of more intricate symbols.

Dr. Reddy’s associated its shift in culture and purpose with the introduction of a new corporate branding identity. The deed served to convey a message of togetherness and dedication both within and publicly. When it comes to achieving this goal, the entire firm works together.

The Challenge to Leadership

An enterprise leader, as contrast to a movement maker, is frequently in a position of power. They have the authority to compel changes within the company — and they should do so on occasion. When it comes to culture transformation, they should, on the other hand, proceed with caution. The temptation to abuse one’s authority in the hopes of hastening transformation is all too tempting. It’s also simple for a business leader to avoid dealing with internal conflict in the workplace. After all, harmony is often considered to be a desirable state.

If you use a movement-based approach to transformation, a little level of friction might be beneficial.

Keep an eye out for any points where the movement is met with resistance or encounters friction.

And keep in mind that culture change can only occur when people take initiative.

In spite of the fact that communicating your vision and altering organizational structures are vital, it’s typically more effective to handle those types of challenges after you’ve been able to demonstrate the change you want people to see.

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