Changing organizational culture is daunting

Changing organizational culture is daunting

Each year, companies invest millions in growth strategies such as mergers and acquisitions, global expansion and new market penetration. Yet only a fraction see the results they hoped for.

Successful execution of a growth strategy depends heavily on having a culture that drives high performance. Changing the culture, however, is daunting for any organization. Culture is deeply embedded in values, assumptions, behaviors and attitudes.

Culture transformation should preserve what makes a company strong, while removing barriers to change

The goal of culture transformation is to preserve those aspects of the culture that made a company strong and at the same time to alter any habits that are impeding strategic change.

To align its culture with its business strategy, an organization must have a clear understanding of:

• The current culture and how it supports or hinders strategy execution – What should stay? What should go?
• The type of culture that will drive its specific strategy – What is missing?
• The differences between the two
• The levers that will have a powerful impact on culture transformation (potential accelerators)
• Foreseeable challenges that could derail efforts

Alignment between culture and a new strategy takes time

Finding the perfect alignment between culture and a new strategy takes time. Organizations should identify the culture changes that will have the greatest impact and concentrate energy and resources on those two or three initiatives. It still may take 12 to 24 months to alter deeply ingrained behaviors and perceptions,but a focused approach helps the changes stick.

But with persistence and a comprehensive understanding of what levers can steer the culture, organizations can move themselves toward that desired state.

Don’t claim victory too soon!

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