A culture transformation doesn’t necessarily mean an overhaul of the entire organization. If the goal of the change, for example, is to shift the sales team’s approach from selling to consultative partnering, then the focus will be on changing behaviors within the sales team. If the change is something that affects the entire organization, then the focus of the cultural transformation will be on changing the sum total of everyone’s behaviors.
Some reasons organizations might initiate culture change:
- When an organization is faced by a changing marketplace or regulatory environment, or has identified the need for a shift in strategic direction, the implementation of a new technology, or the introduction of new processes, the established culture may impede progress unless it is changed;
- Circumstances change – for instance, the organization finds that it is encountering more instances of false or incomplete declarations that require a different attitude;
- The demographics of the organization change – for instance, the proportion of young people in the work force grows, or a larger percentage of new employees arrive with limited background, requiring new approaches to knowledge transfer;
- The organization’s objectives change – requiring new skills, processes and attitudes to meet the objectives;
- New technologies are deployed – requiring new cultural attitudes to realize the benefits;
- Ingrained attitudes are producing negative outcomes – “What our division does is our business"; “It is better to hoard information than share it”; Attitudes such as these are indicative of a culture in need of change.