Culture Change Management - August 2012
KnowledgeBrief concepts referenced:
Change Management
Change Leadership
Transformational Change
Culture is the most enduring feature of any organisation – it is an intangible expression of all the shared values, beliefs, and norms that define the ways organisations behave and get things done. Despite organisations’ constant efforts to reinvent and reinvigorate, culture is invariably one of the most difficult types of change. Two of the most respected commentators on organisational change, Michael Beer and Nitin Nohria, claimed that about two-thirds of change initiatives fail.
Even when non-cultural changes fail, executives tend to blame culture. Most cultures are too entrenched, and most mind-sets too inert – the key is not to fight culture, but to work with it and within it. Focus on steady cultural “evolution”, not revolution:
1. Match strategy to culture: Top-down strategies are frequently at odds with culture because they evoke change, but culture is innately resistant to intervention. “Culture trumps strategy every time” – even the most brilliant of plans must align with existing beliefs and behaviours.
2. Focus on a few critical shifts in behaviour: Start with small, widely recognised changes; select your battles wisely.
3. Honour the strengths of the existing culture: Every culture arises from good intentions; find the strengths and positives and share stories of why people believe in them.
4. Integrate formal and informal interventions: Don’t just force new rules and processes; identify “influencers” who can champion change and bring other employees along. Influencers will fight key battles when organisational politics threaten progressive cultural change.
5. Measure and monitor cultural evolution: Otherwise you can’t identify backsliding or get back on course. Involve employees in choosing milestones – what does real change look like for those whom you want to influence?
Conclusion
Reflect on the major cultural changes occurring in your organisation:
Could you identify and rank-order the five most important cultural changes occurring right now in your organisation?
What is the level of top-management commitment to these change efforts?
Who are the major “influencers” or change agents involved?
Source: Katzenbach, J.R., Steffen, I. and Kronley, C. (2012) Cultural Change That Sticks. Harvard Business Review, July-August.
