Culture change doesn’t work when...
- It is seen as a quick fix, or run as a timebound, linear project, implemented and regulated by a steering committee.
- It doesn’t genuinely involve the whole organisation; instead it is run as a top-down process with “change champions” engaged to embed it without the time and development needed to be effective.
- The “Go” button is pressed before the executive team is fully aligned.
- Culture change is seen as merely refreshing values; the what and why of an organisation, without addressing the cultural ‘how’ those values translate into day to day behaviour (Adapted from PWC)
- A generic culture survey is expected to translate directly into an effective culture change plan for that organisation. There is no such thing as a templated culture.
- Culture is assessed and managed through an engagement score. Culture change needs to be about understanding behaviours and what drives them, not just feelings.
- You put it off until you’ve got time to do it.