I am seeing a significant shift in organisational culture in response to the VUCA world we live it and the coming-of-age of Digital and Artificial Intelligence (AI). What I find interesting is that I see this pattern in every market, regardless of its level of maturity. And it has big implications for leaders and HR practitioners.
After ten years of implementation of Agile by organisations around the world, I’m only seeing mitigated success. Agile takes its roots in the 2001 Agile Manifesto, when software development adopted the idea of “Agile” in an effort to make software development more efficient and purpose driven. The more cynical of us might say that Agile is just another consulting fad, destined to rise and fade as have BPR, Lean, and Six-Sigma. The more optimist among us will say that Agile has helped to bring awareness of the need to do things differently, and to think differently, to the business community.
In the wake of the Royal Commission and its investigation of banks, financial services and now disability and aged care organisations in Australia, many companies are focusing on how to get their people to speak up. Recent investigations have put culture in the limelight by showing that behaviours that are not managed can have a disastrous effect on business outcomes.
Discover the secret ingredients to successfully change your culture.
Transforming an organisation's corporate culture can seem as a difficult task, so it's important to know what it is you're measuring exactly.