by 4 people |
What does Culture Change Mean? And how on earth do you do it?!
Be careful what you wish for ...
People talk about culture change in businesses, whether it's possible and if it is, how on earth you can effect that kind of change. The truth is culture changes all the time, the question is whether that is a natural evolution or if it is purposefully steered.
So what kind of culture do you want your organisation to have?
Contents at a Glance
What kind of Culture do you want?
Working with clients who wish to change the culture within their organisations is a great honour and also a major learning curve. My aim with this lens is to share what I've learnt in the last decade or so, hoping that it might help you and interest you.
Culture in this sense, means ''the way we do things around here'. It is what really happens, rather than what the Company Values espouse.
How does it work in your organisation?
The real values that shape the culture are brought to life by the actions of the executives and managers of a company. When there's a big gap between what people say they are going to do, and what they actually do - guess what? Demotivation and disillusion.
Yet, looking at it from the managers point of view, it can be a mammoth task to get people to look afresh instead of replaying the stories they already believe. If a company has not lived up to its promises in the past, it has a hard task getting the trust back.
In my experience this really comes down to the people in charge and their integrity. When staff know that their manager will do their best for them, will represent them fairly and seek to gain recognition for the work of the whole team - then they regain their trust and motivation.
When the executives and managers of a company decide they wish to make a significant change within a company, there is a lot they can do to ensure their change programme is successful.
Step 1<>
The first step is communication and involvement - change can be very threatening for people. Their fears can be allayed significantly when they understand the drivers for change and what involvement they can have. This involvement is vital for it gives people a sense of control. There may only be very limited parameters within which they can have choices, yet it is better to allow them small choices than none at all.
Step 2<>
As a seasoned project manager, of course I'm going to say that the second step is to plan out the change to a good level of detail. (a good level of detail is whatever level allows you to manage it effectively). This needs to cover the full lifecycle - from definition of requirements through to project closure, and must include the methodology you will use to manage the project.
Some good questions:
How will we know when we've finished?
What does success look like?
What tells me the culture has changed?
WHat's driving the need for change?
How will I keep the project on track? (project controls)
Who are my stakeholders?
What is their level of interest and influence?
How do I best communicate with each of them?
With what frequency?
How do I ensure the changes get embedded for the long term?
What are the risks? (detailed risk management plan)
The benefits of change are many, and it is vital to be clear on the drivers that are important to your organisation. One aspect that has been coming up more often recently is that companies wish to create a culture that is more open and that encourages innovation.
As a judge of the National Business Awards I was recently invited to a debate at the House of Commons on Innovation. One of the questions I asked the panel was what they would recommend business leaders do to encourage innovation in their organisations. They said that it came down to keeping a positive attitude and rewarding the behaviour that you want - innovation and creativity in this instance.
Step 3 <>
Implement consistently, review honestly and keep on keepin' on!
It helps to get some quick wins up early on in a change programme, people get motivated by quick results, especially at the start of a long project. Get some points on the board early, give people a chance to pat themselves on the back and celebrate. This will go a long way towards helping the change gather momentum.
I hope this lens is helpful, and I'd love to get your feedback. Good Luck!
Culture in this sense, means ''the way we do things around here'. It is what really happens, rather than what the Company Values espouse.
How does it work in your organisation?
The real values that shape the culture are brought to life by the actions of the executives and managers of a company. When there's a big gap between what people say they are going to do, and what they actually do - guess what? Demotivation and disillusion.
Yet, looking at it from the managers point of view, it can be a mammoth task to get people to look afresh instead of replaying the stories they already believe. If a company has not lived up to its promises in the past, it has a hard task getting the trust back.
In my experience this really comes down to the people in charge and their integrity. When staff know that their manager will do their best for them, will represent them fairly and seek to gain recognition for the work of the whole team - then they regain their trust and motivation.
When the executives and managers of a company decide they wish to make a significant change within a company, there is a lot they can do to ensure their change programme is successful.
Step 1<>
The first step is communication and involvement - change can be very threatening for people. Their fears can be allayed significantly when they understand the drivers for change and what involvement they can have. This involvement is vital for it gives people a sense of control. There may only be very limited parameters within which they can have choices, yet it is better to allow them small choices than none at all.
Step 2<>
As a seasoned project manager, of course I'm going to say that the second step is to plan out the change to a good level of detail. (a good level of detail is whatever level allows you to manage it effectively). This needs to cover the full lifecycle - from definition of requirements through to project closure, and must include the methodology you will use to manage the project.
Some good questions:
How will we know when we've finished?
What does success look like?
What tells me the culture has changed?
WHat's driving the need for change?
How will I keep the project on track? (project controls)
Who are my stakeholders?
What is their level of interest and influence?
How do I best communicate with each of them?
With what frequency?
How do I ensure the changes get embedded for the long term?
What are the risks? (detailed risk management plan)
The benefits of change are many, and it is vital to be clear on the drivers that are important to your organisation. One aspect that has been coming up more often recently is that companies wish to create a culture that is more open and that encourages innovation.
As a judge of the National Business Awards I was recently invited to a debate at the House of Commons on Innovation. One of the questions I asked the panel was what they would recommend business leaders do to encourage innovation in their organisations. They said that it came down to keeping a positive attitude and rewarding the behaviour that you want - innovation and creativity in this instance.
Step 3 <>
Implement consistently, review honestly and keep on keepin' on!
It helps to get some quick wins up early on in a change programme, people get motivated by quick results, especially at the start of a long project. Get some points on the board early, give people a chance to pat themselves on the back and celebrate. This will go a long way towards helping the change gather momentum.
I hope this lens is helpful, and I'd love to get your feedback. Good Luck!
Reader Feedback
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- Amitabh1702 Amitabh1702 Apr 14, 2009 @ 5:37 am
- This is a great lens. I have therefore featured in on my lens, My iceberg is melting
Hope you approve.
And a 5* for you.
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- Peter.Murray Peter.Murray Mar 18, 2009 @ 8:46 pm
- My business is starting to grow and we will be adding many people soon. Most will be freelance consultants, but we want to develop a community of people who represent our company values well.
Do you have any advice for developing a culture in a business from scratch in a cross-cultural market?
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- Gandree Gandree Sep 12, 2008 @ 10:40 pm
- I like your topic but you might want to break that long text module up. You could easily break it into 2 or 3 pieces which would be easier to read. Add a poll and maybe some Amazon merchandise. You have a great start!
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Reply
- SewWithSarah SewWithSarah Aug 29, 2008 @ 9:08 pm
- Great lens! Change is most difficult in many people - including me! Most of us are "stuck in a rut" even if it's not the best rut --- you've provided great info. Five stars for you.
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