Framework 138 How to Change a Culture

Introduction

Need to recognise that cultural change is hard work as you are asking your stakeholders to change their own habits, mindsets, behaviours, etc; these can be deeply ingrained in the organisation over years, even decades.

Unless you have an immediate threat like technical disruption, market change, etc, most people will not see the need to change.

Some cultural principles (8) for a successful transformation

i) top management as role model (they must align, balance, empower, articulate, communicate and demonstrate the desired cultural shifts; need to be authentic and support the desired cultural transformation)

ii) start with 'why' (involve all impacted stakeholders in understanding why the change is necessary, ie provide the rationale for the need to change plus the impact the change will have; otherwise,
"...anxiety, cynicism, and resistance inevitably build when people don't understand the case for change..."
Rose Hollister et al, 2021)

iii) define the desired cultural values and behaviour (provide a clear picture on the desired state, ie
"...must be specific yet flexible enough to shape and influence an organisation's performance, from the front lines to the executive suite and in all units and geographies..."
Rose Hollister et al, 2021)

iv) engage and maximise input (involve all key stakeholders (including informal leaders) in this process so that they will 'buy-in' to the process and its outcomes, ie
"...People tend to own what they create..."
Rose Hollister et al, 2021)

v) build the bridge to the future desired state (build on the foundations of the existing culture by identifying aspects of the culture to be preserved and leveraged, ie build a bridge from the past to the future, ie
"...enduring strengths of the legacy culture must be recognised and woven into the culture of the future..."
Rose Hollister et al, 2021)

vi) build a culture roadmap (
"...for the desired cultural shifts to become a reality, the future path must be visually depicted, and every function, division, and discipline across the enterprise must be represented. Ongoing, active communications is a crucial enabler. Extensive communication strategies that invite every level of the organisation to hear, interpret, and clarify their roles' cultural impacts on further activities of cultural shifts..."
Rose Hollister et al, 2021)

vii) reinforce the desired culture organisational systems (all key systems need to reinforce the behaviours that encourage the desired culture
"...A strong focus on changing behaviours is a necessary condition......is not enough just to try to shape attitudes or develop and communicate a set of values..."
Rose Hollister et al, 2021

People processes like recruitment, assessment, performance, selection, promotions, etc need to drive the desired culture change.

viii) incentivise the desired behaviours (immediately reward all activities that support the desired culture so that the new ways become the way of doing business; this will encourage more support for the desired culture; recognising and rewarding when particular milestones are achieve; change can take a while, like a couple of years)

Summary

"...Cultural transformation is enormously challenging. Yet, by following a model of success, marshalling the right executive support, ensuring the proper clarity and focus, and recognising and rewarding desired behaviours, successfully transforming your organisation's culture is not only possible but highly probable..."
Rose Hollister et al, 2021

"...cultural change is a marathon, not a sprint..."
Rose Hollister et al, 2021

Need to have important stakeholders actively involved from the start.