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How can you avoid common mistakes when changing organizational culture?

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Changing organizational culture can be a challenging and complex process, but also a rewarding and strategic one. Organizational culture refers to the shared values, norms, beliefs, and behaviors that shape how people work and interact in an organization. It influences everything from performance, innovation, and customer satisfaction, to employee engagement, retention, and well-being. However, changing organizational culture is not as simple as issuing a new mission statement or launching a new initiative. It requires careful planning, communication, alignment, and evaluation, as well as avoiding some common mistakes that can derail or undermine the change effort. Here are some tips on how to avoid these mistakes and successfully change organizational culture.

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Beverley A Agbakoba-Onyejianya

Career mom??Dispute Resolution ??Governance Compliance and Regulatory (GRC)advisor ?? Sports, Entertainment Technology…
Adesola Harold Orimalade

Dad | Treasurer | COO | Author | Transformational Leader | Future of Finance | Poverty & Homelessness Awareness…
Olga Denisova

15 years experience from startups to IPO and $100mln+ revenue | Marketing in hyper-growth companies | Honest view on…

1 Identify the need for change

Before you embark on changing organizational culture, you need to have a clear and compelling reason for doing so. You need to assess the current state of your culture, how it aligns with your vision, goals, and values, and what gaps or issues need to be addressed. You also need to involve your stakeholders, such as employees, customers, and partners, in identifying the need for change and soliciting their feedback and input. By doing so, you can create a sense of urgency, ownership, and buy-in for the change, as well as avoid imposing a change that is not relevant, realistic, or desired.

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Beverley A Agbakoba-Onyejianya

Career mom??Dispute Resolution ??Governance Compliance and Regulatory (GRC)advisor ?? Sports, Entertainment Technology Creative Economy?? Develop Your A Game ??Personal Development??Youth Sports Club Founder.??Writer
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Change management can be a very tough and stressful process though a very beneficial one. It’s best to have a communication plan or strategy to share reasons for the change to win over the organisation. Fractions and dissenting opinions will play out but it’s best to have as many buy in. Create champions for change to help the process. Internal voices to help spread awareness. Set out a realistic timeframe for implementation. If these changes affect customers or clients don’t forget to give them enough notice also to avoid losing them in the process.

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Noel DeJesus

IT Professional | Author | LTG(R) Dubik Fellow | Pocket Sized Leadership? | Quick Reads for Busy Professionals
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Confrontation is healthy — and change is complex……. In a thriving environment, confrontation is a natural catalyst, and change becomes an inevitable part of progress. As leaders, we must embrace both, even though they can be uncomfortable and exhausting. Confrontation is often an early sign of disruption, and the results of an effective confrontation can lead to clarity, innovation, and growth. And sure, change can be intimidating, uncomfortable, and awkward — but aren’t these feelings the necessary ingredients for personal and professional development?

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Dr. Lucie Poisson

Entrepreneurial Head of International Marketing | Business Angel in SaaS Startups | Supporter of European Tech | Content creator (TheMarketingOrchestrator.com)
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The "momentum" of the change (neither too early nor too late) is also crucial, and you should not underestimate it as it plays a significant role in the results. However, defining the "right" moment is challenging because the need for a change is usually based on a qualitative observation rather than a pure number-driven analysis (even though data will help). That's why I think listening to your market/your customers/your teams/your providers systematically is one of the best "tools" to notice this momentum and get enough strong confidence in your intuition to move forward correctly.

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2 Define the desired culture

Once you have identified the need for change, you need to define the desired culture that you want to create or reinforce. You need to articulate the vision, purpose, and values that will guide the change and inspire your people. You also need to specify the behaviors, practices, and outcomes that will reflect the desired culture and how they will be measured and rewarded. By doing so, you can create a clear and consistent picture of what the change will look like and why it matters, as well as avoid confusion, ambiguity, or inconsistency in the change process.

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3 Communicate the change

Communication is key to any change effort, especially when it comes to changing organizational culture. You need to communicate the change frequently, openly, and transparently, using different channels, formats, and styles. You need to explain the rationale, benefits, and expectations of the change, as well as address any questions, concerns, or resistance that may arise. You also need to listen to your people, acknowledge their emotions, and provide feedback and support. By doing so, you can create a dialogue, trust, and engagement around the change, as well as avoid misinformation, misunderstanding, or mistrust in the change process.

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Marko Marjanovic

Head of Operations at Peacekeeping Operations Center
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Essential building block of change. People are afraid of change. Good communication makes them more prone to accept following steps.

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4 Align the change

Changing organizational culture is not only about changing mindsets and attitudes, but also about changing systems and structures. You need to align the change with your strategy, policies, processes, and resources, to ensure that they support and reinforce the desired culture. You also need to align the change with your leadership, management, and teams, to ensure that they model and promote the desired culture. By doing so, you can create a coherent, integrated, and sustainable change, as well as avoid contradiction, conflict, or confusion in the change process.

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5 Implement the change

Implementing the change is where the rubber meets the road. You need to execute the change effectively, efficiently, and flexibly, using appropriate methods, tools, and techniques. You need to involve your people in the change, empowering them to take action, make decisions, and solve problems. You also need to monitor and evaluate the change, collecting data, feedback, and lessons learned. By doing so, you can create a momentum, learning, and improvement around the change, as well as avoid delays, errors, or setbacks in the change process.

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6 Sustain the change

Changing organizational culture is not a one-time event, but a continuous journey. You need to sustain the change over time, ensuring that it becomes embedded and accepted in your organization. You need to reinforce the change, celebrating successes, recognizing achievements, and rewarding contributions. You also need to review and adapt the change, responding to changing needs, opportunities, and challenges. By doing so, you can create a lasting, positive, and impactful change, as well as avoid complacency, regression, or erosion in the change process.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Adesola Harold Orimalade

Dad | Treasurer | COO | Author | Transformational Leader | Future of Finance | Poverty & Homelessness Awareness Advocate | Business Innovation | Intersection of Business + Humanity | Advisor | Speaker | Board Member
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Any leadership team looking to change organisational culture must first reflect and be able to answer honestly “ does the workforce have trust in our judgement and delivery”. When changing culture of any organisation, you need the engagement and buy-in of the workforce but if you as leadership team have a history of say a) Starting and not finishing initiatives OR b) Not seeking input from the workforce Then you’ll most likely have a trust issue and engagement may be low. Does it mean though that you wouldn’t succeed in driving change in organisational culture? No but it’s important to know how challenging it may be to effectively implement cultural change when trust is missing.

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Olga Denisova

15 years experience from startups to IPO and $100mln+ revenue | Marketing in hyper-growth companies | Honest view on leadership
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Any change should start with leading by example. All key decision makers and stakeholders should be involved to make changes happen - and share these changes in their new work style. Culture is something you need to practice. Not something you can create from theory. It needs to mirror the habits and convictions of those actually "living" in it. You need to live it. Only then it will work.

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Noel DeJesus

IT Professional | Author | LTG(R) Dubik Fellow | Pocket Sized Leadership? | Quick Reads for Busy Professionals
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Most people want change — whether it’s in their personal or professional lives, but few want the friction that’s involved with change. Despite the constant calls for it, change isn’t free, and it comes with a social, emotional, and physical cost. We’re all capable of initiating and implementing change within ourselves and our environment — but we must be willing to sacrifice our resources of “Time, Energy, and Focus” to do so. When we are confronted with a situations that challenges our personal and/or professional “Values” — we can do three things: Ignore it Accept it Change it

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How can you avoid common mistakes when changing organizational culture?

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1 Identify the need for change

2 Define the desired culture

3 Communicate the change

4 Align the change

5 Implement the change

6 Sustain the change

7 Here’s what else to consider

Organizational Leadership

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