Organisational culture may seem tricky to define for some people and therefore make the prospect of cultural change daunting and difficult to tackle. For me, it’s provided opportunities to do some of my most rewarding work and a challenge that I embrace with enthusiasm.
So how do you know where to begin?
In my experience, there’s a number of key ingredients and a proven method to follow that has produced positive results. Here’s my recipe for cultural change for you to try:
8 Key Ingredients
- Committed leaders
Senior people who champion your cause and are active advocates and enablers for change
- Supportive employees
Keen participants from across the organisation who represent all parts of your business
- Shared vision
A clear view of the future state you’re working towards
- Strong improvement agenda aligned to organisational strategy
A compelling why that links to organisational priorities
- Sufficient time & resources
Realistic expectations about the level of effort required
- Clear outcomes
An agreed definition of success
- Sound data
A vital foundation that provides a baseline to measure progress
- Core values
A compass to inform agreed ways of working
Step 1: Start with Analysis - qualitative & quantitative data helps to drive change
Step 2: Plan your Approach - define priority areas of focus; identify advocates and scope resources
Step 3: Move into Development – generate and test ideas, source expertise and build content
Step 4: Progress to Delivery - maximise accessibility, ensure visibility and promote results
Step 5: Complete Evaluation – consider multiple measures including activity, outcomes and employee experience
Step 6: Embed Success – reinforce progress through everyday performance and reward mechanisms
Organisational culture starts with individual behaviours, which mirrors the change process. Organisations change one person at a time. It’s an investment of effort over months that yields results and benefits in years.
Rebecca Cattran is a change consultant and leadership coach who thrives on driving change in organisations. She has been fortunate to lead a number of significant enterprise-shaping initiatives, that share the common ingredients of engaging and empowering employees and enabling leaders.