Collaborative, Cultural Transformation

Leading an organization through change can be exciting yet challenging. Many companies are unsuccessful with transformation efforts due to the perception that it must involve every employee... but does it?

In order to do this, it is important to have a clear picture of the desired outcome and involvement of all leaders at all levels. Furthermore, it is important to have a proven path to success. A company’s cultural transformation seems like a nearly impossible task, but with the right approach, it is more than possible.

Why is Culture important?

Initiatives that bring about change are aimed at solving problems or seizing new opportunities. The success or failure of the change is determined by the individual behaviors of the workforce.

The culture of an organization is made up of the prevailing behaviors, problem-solving skills, communication style and ability, and their ability to simply get things done. The positivity or negativity of these descriptions determines the success or failure of an organization.

Why is 'Collaborative Transformation' imperative?

Cultural transformation is exponentially beneficial to any organization. Collaboratively embarking on a mission to modify behaviors will inevitably result in a marked improvement of morale, engagement, financial performance, and of course, customer experience.

When an organization has a blend of legacies without intentional efforts put into mindsets and behaviors, it's culture will be just as diverse as there are no clearly-defined standards or a common belief systems. This results in wasted energies, efforts, resources and opportunities, and collaterally, despondence and disengagement.

To reverse or avert such a situation, it is crucial to employ a disciplined, multi-faceted campaign which engages and inspires the staff majority to feel connected to the vision and realize their role in the mission.

When and where to start?

Once the need for a cultural transformation arises, do not hesitate. Every nickel withheld now will have exponential cost implications without transformation.

The earlier it begins the sooner the people will learn the desired behaviors and the greater impact they will have on the organization.

What does it take?

In addition to gauging various aspects of the current landscape, and appetite for change within the staff, it is critical to capture the impact of certain leadership styles, and begin to methodically propagate key parameters of a forthcoming paradigm shift through focus groups, workshops and messaging campaigns.

Roles & Success Factors

The Leader’s Role

Offering visible support: leadership may not be involved in every aspect of change but their practices and behaviors will determine final outcome. And that which is allowed is thereby permitted for replication.

HR’s Role

Linking the culture transformation to the HR cycle of recruiting, performance management, career planning, succession planning and promotion. The HR and leadership team chart the course of transformation by:

• Designing communication strategy
• Training individuals
• Tracking progress
• Offering feedback
• Providing tactical guidance to leaders on how to support the transformation

Employee Success

Adopting new behaviors at their own pace, depending on their willingness and ability. Every organization has a different process of cultural transformation. However, there are key principles that apply to every company that make the process successful, which include:

1.) Change led by executives:  

The message sent by executives is crucial. If they are seen to be supporting the process of transformation, then the employees will support the changes as well. However, if they are seen to be delegating and unconcerned with the changes, then the employees will follow suit.

2.) A clear line of sight:  

Understanding the tangible benefits of a change is important for the team members so that they can be motivated within their sphere of influence. It is necessary for them to understand the current state of the organization and to see the benefits materialize once the process of change begins. Frequent communication by the leadership team to the employees about their progress and anticipated benefits sustains the momentum across the board.

3.) Clarity on behavior

A cultural transformation should be communicated in practical terms in order to have every employee on the same page. They need to know how every day-to-day priorities, decisions and behaviors will be affected by the changes.

4.) Sustainable change captures the employees’ hearts and minds

It is possible to have an intellectual understanding for the need of change while also being reluctant in changing one's habits. It is important to build the emotional convictions of the employees on why they need to adjust to the new changes. Appeal to more than just their intellect. Appeal to their passions.

Transforming a culture requires a shift in the common beliefs of an entire organization, or at least the majority of staff.

A strong culture is one that outlasts the management that initiated it.