Communicate and demonstrate the change, again and again and again and then … again.Use a balanced approach, keeping in mind that input from a wide range of people can generate excitement and motivation to change, but make sure that you have a separate change structure in place (e.g., change sponsor, change committee) that can make timely and clear decisions to prevent an ambiguous vision or delay key actions. Participation can range from individually offering ideas, solutions, and reactions to concepts, to taking part in team meetings to design and build the new culture and organizational structure. Change can’t succeed without the meaningful involvement of many people throughout the organization. Ensure staff and stakeholder participation.Make changes where appropriate to support the new culture. Supporting change and innovation both structurally and culturally have been found to be critical to the success of culture change initiatives.
Reconsider formal reporting relationships, job descriptions, selection and recruiting practices, performance appraisal, reward or compensation structures, and training and development. Be sure that the culture change fits with the firm's or group’s business strategy and that both fit with the organization’s structure (its formal systems and policies).
Action Steps:ĭriving cultural change requires active and intentional leadership. Once you decide what your values need to be, design a Cultural Change Plan using the action steps below. To manage culture change, the first step is to observe and understand your organization’s culture as it is now, and to determine which values will best align with your strategy and structure. This can be good news for wiser leaders who understand that cultural change can be planned and managed: they can gain an advantage over their competition. Some leaders believe that cultural change is too complex to be managed - or that it takes too long to yield measurable results to make it worth dealing with. However, for those changes to be successful the organization’s culture needs to be in alignment with its strategy and its structure - a process that often requires a culture change. Nano Tool:Īs companies adapt to changes in markets, consumer expectations, and varied and new regulations, they are being forced to develop new strategies and change their structures. Nano Tools for Leaders® are fast, effective leadership tools that you can learn and start using in less than 15 minutes - with the potential to significantly impact your success as a leader and the engagement and productivity of the people you lead.Ĭontributor: Sigal Barsade, PhD, Joseph Frank Bernstein Professor of Management, The Wharton School, University of Pennsylvaniaĭon’t leave culture change to chance - create and manage it. 2014 | Nano Tools | Leadership Five Steps for Managing Culture Change.Blended Learning Solutions for Organizations.Featured Programs for Senior Executives.
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