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Confidentiality
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Businesses
introduce new cultures to change people’s attitudes and behaviours so that
they can deliver new business initiatives. For example, |
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excellent
customer service - requires all employees to be outward-looking, seeing
things from their customers’ perspective |
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innovation and
creativity - empowering employees to be innovative and creative needs a
management style that is inclusive and people-focused |
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knowledge
management - the free flow of information and knowledge requires a
culture of open communication and trust |
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| Cultural
change can be achieved over time with drive and commitment. In our experience
the key criteria for success are; |
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Leadership
- The top needs to lead by example; if senior management’s attitudes
and behaviours do not reflect the new culture, employees will not be
minded to change theirs either |
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Trust -
Deliver what you say you are going to deliver otherwise employees will
not trust what you say and will see no reason to change |
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Involvement -
Involve your employees in the change process - where employees feel ‘done
to’ they will resist change and cultural change will be virtually
impossible |
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Patience
- Cultural change takes time - in the first year people will want to
operate in the old way and will be dismissive of the new; in the second
year neither the old nor the new culture will exist and without
momentum it will be easier to return to the old; in the third year the
benefits of the new culture should start to be evident and employees
will want to stay with it. |
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