Even when non-cultural changes fail, executives tend to blame culture. Most cultures are too entrenched, and most mind-sets too inert – the key is not to fight culture, but to work with it and within it. Focus on steady cultural “evolution”, not revolution:
1. Match strategy to culture: Top-down strategies are frequently at odds with culture because they evoke change, but culture is innately resistant to intervention. “Culture trumps strategy every time” – even the most brilliant of plans must align with existing beliefs and behaviours.
2. Focus on a few critical shifts in behaviour: Start with small, widely recognised changes; select your battles wisely.
3. Honour the strengths of the existing culture: Every culture arises from good intentions; find the strengths and positives and share stories of why people believe in them.
4. Integrate formal and informal interventions: Don’t just force new rules and processes; identify “influencers” who can champion change and bring other employees along. Influencers will fight key battles when organisational politics threaten progressive cultural change.
5. Measure and monitor cultural evolution: Otherwise you can’t identify backsliding or get back on course. Involve employees in choosing milestones – what does real change look like for those whom you want to influence?
Action Point
Reflect on the major cultural changes occurring in your organisation:
Could you identify and rank-order the five most important cultural changes occurring right now in your organisation?
What is the level of top-management commitment to these change efforts?
Who are the major “influencers” or change agents involved?
Source: Katzenbach, J.R., Steffen, I. and Kronley, C. (2012) Cultural Change That Sticks. Harvard Business Review, July-August.