Important parts of the culture are essentially invisible

Important parts of the culture are essentially invisible - Corporate culture

The Titanic may not have been sunk by an iceberg

Everybody know the story of the Titanic, the grandest ship in the world. It was the largest passenger ship, setting sail across the Atlantic in April 1912 from England to New York. But as it went north in the ocean, moving fast, it hit an iceberg.

Since the Titanic tragically sank more than 100 years ago, the world has believed it was because of a rogue iceberg – but it has now emerged that the gigantic ocean liner could have been brought down by a fire.

Titanic may not have been sunk by an iceberg after all

Senan Molony, an Irish journalist who has spent way too much time researching the Titanic, believes that it was actually a fire that caused the Titanic to sink. According to Molony, there was a fire in the ship’s hull that had been burning for three weeks without anyone noticing.

Molony devised this idea by researching photos of the ship when it was docked before leaving for America. He believes he sees really long black marks on the ship right about where the iceberg hit. So according to this theory, it was a combination of a long-burning fire and the iceberg that caused the Titanic to sink.

Important parts of the culture are essentially invisible

Basically, the fire made that part of the Titanic weak, so when it hit the iceberg, it immediately fell apart.

The same goes for the important parts of the organizational culture that are largely invisible. Not adequately addressing the invisible part of the organizational culture is the primary reasons why transformational change often fails.

The important parts of the culture are essentially invisible – Organizational culture

Transformational change often fails because leaders under-attend to their organization’s culture or are not successful in shifting their old culture. Either of these can prevent the desired state from taking hold.

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Torben Rick

Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. International experience from management positions in Denmark, Germany, Switzerland and United Kingdom