When helping businesses develop healthy, fit-for-purpose cultures, I often get asked whether the organisation should develop a “top-down” global culture plan or let local entities develop their own plans. My answer? It depends.
Building a culture plan sits at the core of how you transform organisational cultures. Without a plan, it’s like shooting in the dark: you sort of know where you want to go, but you have no idea how to get there. Most organisations are familiar with building annual plans for infrastructure, IT, people, strategy and operations. However, when it comes to culture, few businesses are used to develop effective plans.
At Walking the Talk, we are passionate about continuing to evolve our thinking on culture. We are always scanning the latest research and thinking and we are delighted to say that there is some new insight around what it takes to create a tipping point. The tipping point is a critical concept in culture transformation. It is about how you build sufficient momentum in the organisation to create change with enough pace and energy that it shifts the status quo at all levels.
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Recently I spoke to a large group of HR people, and the question came up again, "What is the role of HR in culture change?" This is the most common question I get asked by HR people.
