Walking the Talk Blog

Consistency is the key to Culture Change

[fa icon="calendar'] 09-Jun-2016 17:35:15 / by Amanda Fajak posted in Change, Culture change, Managing culture, Behaviour, Behaviour management, Corporate culture, Responsibility, Leading culture

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'Consistency is the key to Culture Change'

This heading seems to be a contradiction in terms. Isn’t change all about doing things differently, being adaptable? Where does consistency come in?

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To enable culture change, first I must change

[fa icon="calendar'] 25-Apr-2016 21:40:21 / by Carolyn Taylor posted in Change, Behaviour, Behaviour change, Behaviour management

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You know it. We know it. The behaviour of people matters in organisations.

It impacts everything: performance, safety, innovation, speed, customer satisfaction. This increased awareness has given rise to a recent and encouraging surge of interest in actively managing culture and performing a culture change.

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Embracing difference - sorry Trump, you're wrong

[fa icon="calendar'] 15-Apr-2016 12:33:10 / by Amanda Fajak posted in Mergers and acquisition, Change, Culture change, Behaviour management, Openness, Amanda Fajak, Current affairs

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As we barrel towards a potential Brexit (British Exit) from the EU and watch on with a mix of intrigue and disbelief as the USA seems to genuinely consider Donald Trump as a Presidential candidate, I am struck by how much of the debate is being driven by the fear of difference.
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Why focus is key for culture management

[fa icon="calendar'] 16-Mar-2016 20:59:14 / by Carolyn Taylor posted in Change, Behaviour, Behaviour change, Culture management, Culture planning

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Superficiality damages culture initiatives. 

I frequently find organisations developing long, excited lists of the values and behaviours they want to underpin their culture and drive their culture management.

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A tale of meta-culture: What links a real global team?

[fa icon="calendar'] 27-Oct-2015 13:48:43 / by Walking the Talk posted in Change, Behaviour, Team culture

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Here’s a familiar story: There comes a day when a big, but nationally-rooted company decides to ‘go global'. There are several reasons for this decision, some of them come from the CEO, the Board of Directors, or both. Perhaps the decision is based on the personal aspirations of one person, or on some pressure from market analysts, the stock market, or a move by one of the organisation’s competitors.
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