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your fast track culture change guide
The speed and success in which your business initiatives
are implemented will be dependent upon your core culture and
its ability to change swiftly. When undertaking any change
initiative you must first assess the "health" of your
organisation, then recognise that you will have to deal with
two cultures as you work through project implementations.
The first stage is to diagnose your current situation,
understanding what leadership patterns exist.
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1. Can your employees easily cite the core values
or principles of your company? Who is the main group that
can cite these, front line employees, management, executives?
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2. Do you have formal leaders in your company - are
they symbols of your company culture. Do their personal traits
match the cultural characteristics you require?
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3. What do your leaders focus on. How do they cope
with bad news? Who has been rewarded or promoted recently?
What do these leadership actions tell you about the culture
of your organisation?
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4. What is the rate of recruitment and retention within
your company?
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5. Are you willing to change yourself? "You cannot
change the system of which you are in command,
fundamentally, unless you are changed in the process? (Jerry Rhodes, Conceptual Toolmaking: Expert Systems of the Mind)
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6. Does your company support knowledge sharing?
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7. Knowledge is all about
the know how,
know who, know what, know where, know when. Does your company
foster these knowledge management principles?
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8. Is there "resistance" to learning by your company? |
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9. Does your company allow learning by doing?
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10. If you are transitioning into
an Agile business does your
culture accept mistake learning?
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11. Do you make time in the day for staff to carry
out conversations, allow dialogue to naturally evolve, or
are they too pressured with the job at hand?
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12. What is the "communication" culture like in your
company? Click here for diagram
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13. Do you think technology is always the answer?
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14. Do you have strategies to cope with email?
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15. Do you have a company intranet?
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16. How much laughter is in your company?
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17. Do you realise that laughter is a sign of collaboration,
a key to success in cultural change?
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18. Do you realise the impact the web has had on your
control over the distribution of information?
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19. Are you ensuring you get the right information
to the right people?
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20.
Do you have teams made up of diverse backgrounds? If so are
you aware of the challenges this creates?
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21. Do you have siloed departments who are territorial?
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22. Do you realise that temporary teams with no history
assists with territorial issues?
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23. Do you know how to avoid burnout with new teams?
Allow them to become rewarded and give them merit. Give them
some freedom and ensure all have realistic expectations.
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24. Do you know how to avoid virtual workers from
feeling isolated? Use technologies like video and audio to
connect them. But remember these are not adequate substitutes
for face to face contact. Create a home base where people
spend time on administration, education and knowledge sharing.
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25. Do you know how to avoid depersonalisation in
teams?
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26. Did you realise that there will be parallel cultures
as you transition into new ways of doing business? Do you understand the challenges
for "new" teams and traditional teams?
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27. Have you a "sponsor" for your new teams? Ensure
they are a good role model who acts as a messenger and facilitator.
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28. Do you have a plan for transitions from the old
culture? You need to ensure that support is in place to allow
people to adapt to the new.
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29. Where is your new business strategy housed in your
company? Who is taking the lead? Are the right people leading
this initiative?
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30. Is leadership integrated into your company or
dealt with in a separate operation?
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31. Do you manage? You should lead more!
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32. Do you understand the differences between Leadership
and Management?
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33. Identify credible role models!
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34. When assessing a possible alliance partner/merger
or acquisition do you look for a cultural fit?
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35. Do you understand the consequences of a clash
of cultures with companies that can lead to derailing the
partnership process?
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36. Does your company have a culture that supports
openness and a willingness to share information with other
companies?
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37. How receptive is your company's culture to mergers
or acquisition or alliances?
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38. Do you understand that alliances require a clear
understanding of each party's commitment?
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39. Do you understand that culture change occurs because
of many smaller actions throughout the company? Cultural change
is all about collaboration, both within companies and externally
across networks, understanding and communication, leadership,
knowledge sharing and the constant reminder of your values
and vision in the new economy.
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