Here's how you can navigate a culture change with a successful strategic decision-making process.

Vivemos na minha atual empresa no último ano todo o processo de revitaliza??o de cultura, onde migramos para uma cultura de alta performance e resultados. Mudamos praticamente tudo dentro da organiza??o, comportamentos, cerim?nias, reuni?es l, ritos dentre outros. Para navegar de uma forma mais padronizada, reuni?es, treinamentos, momentos com todo o time s?o de grande importancia para cria??o de rotina e padr?o de comportamentos com a finalidade de resultados. Mas é um processo extenso e que requer muita dedica??o do CEO, diretoria , líderes, Gente e Gest?o e colaboradores no geral.

In my experience, there is a tendency to think that you have to start from scratch when planning a culture change, but usually organizations have gotten where they are and stayed alive because they already have some key elements in place that are a source of value creation, strength, and pride. Identifying these elements and, conversely, those that do not support the desired culture will create a more viable foundation for culture renewal. In addition, the reality check should address the motivations for change (or the why, the "fuel" for the change journey), the readiness to model the desired behaviors (not only by leaders, but also by peers), the skills gaps and formal mechanisms that support the desired state.

I do think you need to understand where the organisation is so you can establish the base you are working from and work from there and in line with the values etc. it’s a starting point and will hopefully mean that the evolutionary changes you make have traction.

Utilize cultural diagnostic tools or frameworks to analyze and interpret the data collected during the assessment phase. These tools can help identify patterns, themes, and areas of alignment or misalignment within the organizational culture, facilitating a deeper understanding of the underlying drivers and dynamics that shape behavior and decision-making.

To address culture the following steps can be considered: 1. Measure current values 2. Align culture to strategy 3. Collaboration with all stakeholders 4. Frequently communicate and engage 5. Allow for all stakeholders to provide recommendations and input. 6. Ensure leaders support and sponsor change by being active, visible, provide support for culture change 7. Create change champion and use managers to incorporate culture. 8. Reinforcement of new culture by including it in Kpi for employees. 9. Train on new values, create new policies and processes.

Según mi experiencia, habiendo trabajado en varias empresas multinacionales y asesorando a empresas nacionales, es que la cultura depende del país en el que está inserta la organización, como gran marco referencial y la procedencia de los capitales que mueven al negocio, hay diferencias importantes en la cultura de una empresa de capitales norteamericanos y una de capital inglés. Pero a mi juicio, lo más influyente en la cultura es la conducta, los valores y las competencias de los/as líderes de una organización.

Ensure that the objectives for culture change align closely with the overarching goals and strategic priorities of the organization. Consider how cultural transformation can support key initiatives, enhance organizational effectiveness, and drive sustainable growth and success in alignment with the organization's mission and vision.

Esto supone hacer del cambio algo dentro de lo racional aceptado, cuando el cambio es hacer al sistema más capaz de incertidumbre, más complejo y más capaz de caos: 1- incertidumbre: capaz de aprender=salir de lo conocido 2- Complejidad: capaz de arriesgar=romper con las soluciones de siempre y aceptadas 3- caos: capaz de desordenar= innovar, crear, destrucción creativa. En mi otro libro: "El sentido del cambio y lo irracional: Incertidumbre, Complejidad y caos" amplio estás ideas

Acredito que definir objetivos claros no processo de implementa??o da cultura organizacional é fundamental porque ajuda a alinhar todos os esfor?os da equipe em dire??o a metas comuns, promove a coes?o e a identifica??o com os valores da empresa, além de orientar as a??es e decis?es diárias para alcan?ar os resultados desejados.

I choose to engage the entire organization in the discussion of what is Culture? Review our Vision and Values assess do we live and breathe our Values? How deeply will our Values positively impact our Culture. Cause a Culture change Calendar with SMARTER goals

Change process are not what everyone is happy about, people often do not like changes and are concerned about their effects on their work and environment. Moreover changes often bring existing till now manageable anxieties on the surface adding to the overall pressure of the change process. Therefore so important is to engage people in conversation about their emotions and anxieties and make sure every voice is heard and included.

This is so true I have seen it time and time again - if you don’t get people involved then the change simply won’t happen or at best it takes way longer.

O engajamento das pessoas no processo de cultura organizacional é crucial, pois s?o elas que vivenciam e promovem os valores, cren?as e comportamentos desejados pela empresa. Quando as pessoas est?o engajadas, há uma maior ades?o aos objetivos da cultura, o que fortalece o ambiente de trabalho, melhora a produtividade e a satisfa??o dos colaboradores, e contribui para o sucesso organizacional a longo prazo.

Esto supone incluso estar dispuesto a caminar en otras direcciones diferentes a los cambios planeados y deseados o propuestos. Aceptar la participación es estar dispuestos a entrar en el conflicto con las ideas propuestas por aquellos que dirigen el cambio. El fin del cambio no es el cambio, es hacer el sistema más hábil para seguir cambiando, más hábil para aprender a desaprender, para asumir la complejidad (Morín) y más capaz de caos, destrucción creativa.

I set clear SMARTER goals with a Culture calendar. Be very intentional about the Outcomes. Follow up weekly with KPIs and organizational communication of real stories

Culture is the long-game outcome of thoughts to behaviors by individual throught the entire organization. One person at a time. Complexity is not the goal. Clarity and alignment start the process.

For culture change to happen in a sustainable way there must be clear rules of accountability and immediate feedback in case of returning to unwanted behavior. It is a long and complex process by itself and it is natural for people to do things automatically what explains why old habits prevail for long time. When supported with empathy and consistency the change and new behaviors will thrive and eventually take over for good.

Para manter o ímpeto para sustentar a cultura organizacional, é essencial uma abordagem multifacetada que inclua comunica??o constante dos valores, exemplifica??o da lideran?a, reconhecimento de comportamentos alinhados com a cultura, integra??o e treinamento de novos colaboradores, feedback e adapta??o contínuos, além de promover a transparência e a participa??o dos colaboradores na defini??o e evolu??o da cultura. Essas estratégias combinadas garantem a relevancia e o alinhamento da cultura organizacional com os objetivos da empresa ao longo do tempo.

To successfully navigate culture change with strategic decision-making, two fundamental factors should be considered: first, establishing a strong connection between strategy and culture; and second, developing leadership capabilities aligned with the desired culture. A robust link between strategy and culture ensures that decisions about corporate culture are well-founded, while enhancing leadership capabilities ensures decision-makers consider all necessary requirements for making sound decisions. It's crucial to maintain a flexible strategy and cultivate competent leadership to effectively manage cultural dynamics.

Before making any steps, those making the strategic decisions must look in the mirror (or inside, if you prefer) and do some weighty introspection to determine why they don’t already have the right culture. As a big believer in the “extreme ownership” leadership mentality (Jocko Willink and Leif Babin), leaders must look in instead of out when things are not working. Leaders create that culture with their behavior and everything else they preach and deem necessary (values, KPIs, objectives, etc.). If they are unwilling to change themselves significantly and see their business from different perspectives, they better save their money and time. Their efforts will generate superficial and halfhearted changes.

A cultura organizacional desempenha um papel fundamental na empresa, impulsionando seus resultados e moldando seu ambiente de trabalho. No entanto, uma cultura forte por si só n?o é suficiente; ela precisa estar alinhada com uma estratégia bem definida para se traduzir em a??es concretas e resultados tangíveis. é a combina??o entre uma cultura sólida e uma estratégia bem delineada que verdadeiramente impulsiona o sucesso e sustenta a empresa como um todo. Assim, investir na constru??o e manuten??o de uma cultura organizacional coesa e alinhada com os objetivos estratégicos da empresa é essencial para alcan?ar e manter o sucesso a longo prazo. Quando a cultura e a estratégia trabalham em conjunto, criam uma base sólida para o crescimento.