Creating, sustaining and changing culture
The forces that create culture
The concept of shaping culture can be aligned to the concept of emergent strategy
The culture creates an image and an intent but the shape will continually change depending upon the interaction of differing forces
Culture is not and can never be something solid, fixed and unchangeable. Culture, at any point in any organisation is the live interaction of a growing and changing accumulation of different forces
The culture we see around us today is the result of the continuing forces of the past, the real forces of today and the perceived forces of the future
Specific culture is unique to each organisation at any speciifc point in its lifecycle although we will be able to identify common trends and habits when that organisation is compared to others
The need to develop and sustain culture
Culture needs constant attention and consideration by those leading the organisation.
As the organisation evolves, along either rational or emergent lines, it is important to recognise who is taking account of the changing cultural forces
If there is a disconnect between culture and strategy, the organisational gaps will start to appear and are likely to increase exponentially if not tackled early - hence strategic drift
The challenge of changing culture
These are starting points for the consideration of strategic change
What is it that we might be trying to change?
Beliefs: the changing of the mind of another person
Behaviour: the changing of the habits and practices of one or more people
Focus: the changing of strategic direction and drive
How might we try to effect such change?
Direction: the use of power to demand change
Conformity: human beings are not automatons and need reasons to comply
Understanding; this brings us back to the changing of beliefs
Each organisation will need to consider its own need for and route to cultural change in the same way that each organisation needs to detmine its own strategic direction