My definition of a healthy, future-fit culture is when people’s mindsets, behaviours and actions are committed to the strategy, they are able to get things done quickly, there is continual awareness of the customer, the organisation reliably achieves its business results and is positioned to adapt rapidly to volatility.

 

If left untended, culture can be a performance handbrake, slowing decision-making, strangling action and innovation and making leadership direction and decisions impossible to implement.

 

While there is no right way to implement culture change, there are many ways to implement it poorly. Although it is complex and challenging, it can be done.

 

It takes deep experience in complex change programs, sensitivity to what people need to be able to change and an ability to integrate the ‘soft’ and ‘hard’ shapers of culture.

 

Over the past 20 years, I have developed a culture framework that helps make culture change work. It provides a guide to developing and delivering a comprehensive and holistic culture plan whilst also ensuring knowledge transfer into the organisation.

 

Bottom line, it is the culture, supported by aligned processes and practices that enables the organisation to be future-fit, delivering short-term performance and long-term agility.

 

It is the one domain that no competitor can copy.