Change of organisational culture

When You need it?

When You need it?

Culture eats strategy for breakfast. Peter Drucker uses this statement to emphasise the importance of appropriate culture for the success of any change. In practice, we refer to a collection of beliefs and habits, which prevail within a company. Many beliefs and habits are deeply ingrained in an organisation’s DNA. We identify them and then work on changing them.

When do we apply it?

When do we apply it?

Work with organisational culture should be done whenever changes are taking place. Even a small modification of an IT tool requires a current habit to be changed. Even more so that a process optimisation or reorganisation will hit a wall of beliefs and habits constituting resistance to change. That is why we pay attention to organisational culture in every situation.

How does it work?

How does it work?

Firstly, we identify the beliefs which guide both managers as well as employees. Some of them are cloaked under statements such as “we’ve always done it this way” and then we provoke to identify the real cause of the current state. We demonstrate deeply hidden motivation and restrictions, which shape a situation and suggest methods for changing them. We build new, more adequate habits and beliefs, based on kaizen experiences and the psychology of change.

Benefits

Benefits

  • Radical improvement of implementation efficiency by working with the sources of resistance.
  • Ensuring permanence of implemented changes by ingraining key habits into an organisation’s DNA.
  • Facilitating management by identifying beliefs and habit and putting together tools for their modification.
  • Reduction of team discomfort by working on the primary sources of fear of change.

 

Any questions? Write to us!