The question is not what company culture you would like to have but rather what company culture you need to be successful. Focus is important when you set out to change your existing company culture because a culture consists of many elements including strategy, the purpose of the company and its structures, etc. The basis of cultural change is to assess your existing culture and then consider what culture is desirable and how that culture might be achieved.
Personally, I like to work with Richard Barrett’s Cultural Transformation Tools®, which facilitate the process and make the phenomenon ‘culture’ more tangible and transparent. Only then, a fruitful dialogue can be instilled for changing an organisation’s culture. And yes, Cultural change is possible, but it requires dedication, leadership, and experience and time.
The Cultural Transformation Tools (CTT) from Richard Barrett are the basis for my change management work. CTT makes what is intangible, measurable. CTT revolves around three key questions, aimed at identifying the most important Values of the respondent (out of a choice of around 100 Values). Survey participants log on to a password-protected website where they may be asked to choose from drop down lists of demographic categories. They are then asked to select
Values derive from needs. The better the corporate culture embodies those needs which employees find important, the higher the employees’ motivation and commitment. That commitment and motivation will impact the business results.