Senior leaders often create culture by their presence and authority and this culture sets the pattern and tone for all those who lead, whether formally or\u00a0informally, within an organisation. Many business leaders confirm the belief that a strong organisational culture is critical to success. Yet like a wet soap bar in a bathtub, the thing we label as culture, whether it pertains to a team, a business unit or\u00a0a whole organisation, can be elusive, always slipping just out of reach every time we try to grasp it.<\/u><\/u><\/p>\n
Cultivating culture by its nature requires change and change is difficult. John Kotter\u2019s original research in 1995 (John Kotter,\u00a0\u201c<\/span>Leading Change: Why transformation efforts fail,<\/span>\u201d\u00a0Harvard Business Review<\/span><\/i>, March<\/span>\u2013April 1995) indicated only 30 per cent of initiatives succeed and that number has changed little to this day. Most failure is attributed to the human issues of employee resistance and leader behaviour that work against accomplishing the intended change.<\/p>\n<\/div> Senior leaders often create culture by their presence and authority and this culture sets the pattern and tone for all those who lead, whether formally or\u00a0informally, within an organisation. Many business leaders confirm the belief that a strong organisational culture is critical to success. Yet like a wet soap bar in a bathtub, the thing we label as culture, whether it pertains to a team, a business unit or\u00a0a whole organisation, can be elusive, always slipping just out of reach every time we try to grasp it.<\/u><\/u><\/p>\n Cultivating culture by its nature requires change and change is difficult. John Kotter\u2019s original research in 1995\u00a0indicated only 30\u00a0per cent of initiatives succeed and that number has changed little to this day. Most failure is attributed to the human issues of employee resistance and leader behaviour that work against accomplishing the intended change.<\/p>\n<\/div> Traditional approaches to developing culture possess several important shortcomings, most particularly in the tools used to try to measure culture and the complex human issues that are not sufficiently addressed.<\/p>\n Measurement Tools<\/strong><\/p>\n The tools available for measuring an organisation\u2019s culture\u2014namely employee surveys and questionnaires\u2014have significant shortcomings. Employee self-reports are often unreliable. The values and beliefs that people say are important to them, for example, are often not reflected in how they actually behave.<\/p>\n Human Issues<\/strong><\/p>\n We were already living in a faster, flatter and more interconnected world before the COVID pandemic caused most businesses to reappraise their strategy and operating models. As the business environment continues to increase in complexity, organisations are beginning the process of emerging into a post-pandemic world.<\/p>\n<\/div>Culture Change Programme Overview<\/span><\/h2>\n<\/div>
How will Culture Change Programmes help you?<\/b><\/h2>\n<\/div>
Our programme supports the shaping of organisation\u2019s culture by weaving the development of all people into the fabric of the conversations within a team, a business unit or a whole organisation in their daily operations. It offers human-centred approach to shaping workplace cultures designed to support human flourishing.<\/span><\/h3>\n<\/div>
Typical Business Challenge<\/em><\/strong><\/h3>\n