With the literal flick of the calendar between one year and the next, a moment of clarity and personal insight appears to occur on a mass scale.
Why do we do all this work? What is the value in focussing on culture?
Everything, it seems to me, comes down to certain key behaviours that will make or break the organisation's strategy. Culture is the container which supports these behaviours. Values lead to them. Bonuses reward them. Appointments promote them. Leaders role model them.
'Change' has become overused in business rhetoric.
The latest ‘change program’ is often greeted with cynicism from line managers and employees alike. As this HBR article attests, as a business community, success rates for implementing change have shifted little from the 30% mark published by John Kotter almost 10 years ago.