Introduction To use a metaphor: building a house with weak foundations is inadvisable. It might allow the first floor to be built but never more and, over time, there is a good chance that that house will subside and sink, or collapse in on itself. The same is with teams. Short term, first level, gains […]
Introduction In too many cases in my career I have entered into assignments where the operational team exist in an “operational silo”. The belief that a team of people with only one focus is best suited to running the operational performance of a business is narrow minded; the team, as discussed elsewhere in the blog, […]
Changing the business culture from within In Business culture parts 1 – 4, I write about the process when one is in a new assignment, or is coming into a business from outside. This part looks at how to approach this when one is incumbent in a role and change is needed, or a change […]
Part 4 is a continuation on the discussion of the four steps toward cultural change: Establish credibility Gain trust Communicate universally Act decisively Communication – at a point in the process you will need to present to the whole group your message but at the beginning, when you are going through the stages, be very […]
If you’ve reached this far in the process then you’ve assessed the cultural situation within the business (the what), you know what your objectives are (the where) and you have concluded that cultural change is a necessary factor to achieve those objectives (the why). Now you must change the “behaviours and beliefs”, as referred to […]
My previous post on this topic looked at what is business culture, how to identify it and what does the term mean through various levels of an organisational structure. This post focuses on change and why the need for change. Why should the culture be changed? In order to change a culture, one needs to […]
The business manager