Our latest digest of culture change takes a look a companies with acclaimed culture, pitfalls of mergers, tips from the cream of the CEO crop and pearls of wisdom from Carolyn Taylor.
HR has always appeared to be the natural home for the mechanics of leading culture change. In recent years, however, I’ve observed another human resource in the executive team. A person whose influence over culture is potentially the most powerful of all: The Chief Financial Officer.
With more and more organisations giving employees the opportunity to work remotely each year, one of the topics I am frequently asked about is regarding how culture management operates in a virtual environment.
There’s a silent power within your organisation that’s quietly moulding the patterns of behaviour that will determine your culture. A survey probably won’t detect it, but identifying and shifting it will have a significant impact on performance. We’re not talking about values or behaviours here, but something far less universal and more specific to individual organisations. The dominant, but tacit, influencer that has the capacity to both limit and liberate a business: our shared organisational beliefs.
Growing new habits and forming new behaviours isn’t easy, and often requires support.