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07.09.2013
Find a career you'll enjoy, become a better leader, improve your relationships, and deepen your self-awareness. Cultural Change can be successful only when you have a good understanding of the difference between the culture you currently have, and the culture you are trying to build.
One way that you can achieve this measurement, and therefore understanding of the culture, is to pursue the first two steps in the life cycle of a 'top-down' cultural change programme, shown in the diagram.
The audit can be repeated at various stages, most notably at the end, in order to assess the impact of the programme. The most important feature of successful cultural change programmes is the follow-up - but one that is most often left to drift.
The behaviours and attitudes in the department often reflect those exhibited in the management team - undertake some management team building and it will have a knock-on effect throughout the whole organisation. Changing people in influential positions can have an effect on the culture - but their personalities and approach need to be 'different' to the existing culture. A 'bottom up' programme is more pragmatic - trying to change the culture in a few parts of the organisation and hoping it will spread out from there. In the second part of this article, we'll consider the cost and investment made into cultural change programmes. Please click on the image to the left to download our brochure, this will open up a new window with a pdf document which you can print or save to your computer.
Shaelyn Amaio discusses a few ways that historic house museums can be as welcoming and fun as they were for their original occupants. Kevin Valbonesi talks about knowledge, the most valuable resource known to humans and tells you where to find it. Ngaire Blankenberg muses on how cultural institutions can provide an encouraging environment to newcomers and those looking to learn a new language. DisclaimerThe views and opinions expressed by the contributing authors are their own and do not necessarily reflect those of Lord Cultural Resources and its affiliates or subsidiary companies.
Any reviews or critiques offered on products or services have not been paid for and are the opinion only of their author.
Literature review has identified a set of factors that are able to trigger cultural changes.
Authors such as Beer (2012), Christopher (2012) and Morgan (2012) agree that changes in top level management can result in changes in organisational culture. Nevertheless, Beer (2012) and Christopher (2012) argue that change at organisational leadership causes changes to organisational culture to a certain extent.
The extent of technological developments that have especially accelerated during the last two decades have been found as a major factor causing cultural changes by Maude (2011)  and Davel et al.
Walshe and Smith (2011) discuss the issue of technological developments impacting organisational culture within the settings of healthcare organisations in particular.
Mergers and acquisitions as triggers of organisational culture have been mentioned by Moran et al.
According to Christopher (2012), the level of effectiveness of organisational leaders play critical role in shaping the impact of mergers and acquisitions in organisational culture. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Part one the developments from my research into a simple approach for Cultural Change for any business.
Clipping is a handy way to collect and organize the most important slides from a presentation.
To back up a bit, I am fascinated with understanding how IT vendor and service delivery shops work organizationally.


I feel like less of a failure in stating this, since Google, Verizon and everyone else is essentially saying the same thing. If this is the best I can do today I might as well fill up the kitty pool with KoolAid, invite a single vendor over and have a red moustache party, in order to deal with these problems (insert Cius tablet joke here).
I need vendors that are not being driven from product development, focusing only on short-term revenue, but strong CTO architectural driven companies. It will be imperative for vendors to either reposition legacy architects that are not willing to embrace the ‘change agent’ philosophy and bring those who embrace change not just for changes sake, but coherent plans with articulated problems to be solved. All that said I am more optimistic than ever because of consumer championed ‘do it yourself’ (DIY) plays that are sending clear messages that we expect change from the perennials or we find alternatives. If you would like me to list your tech podcast here please don’t hesitate to ping me. Start Blogging TodayStart blogging, coding, Tweeting, labbing, anything that contributes to the community while improving yourself at the same time.
Active communication is an essential component of any culture change programme.  In terms of level of effort and impact, this step probably takes approximately 20% of the effort of your culture change initiative.
Achieving cultural change is a difficult and lengthy process but it can be achieved with adequate leadership resolve. It discusses one of the biggest issues for cultural change programmes - how to ensure the change is real and lasting - and outlines some of the alternative approaches that can be used.
Clear and objective measurement is one common feature of successful cultural change programmes. It starts with defining in precise terms the culture you are trying to build, which can be used to determine the change you need to make. In fact, as in many walks of life, measurement is an important key to reducing the risk of failure.
Without good follow up, all the effort put into the earlier stages can be lost, and the organisation may revert to its original state, or worse.
That is, you need to achieve a situation where all of management and staff are both able and willing to change.
A very powerful form of measurement is to obtain customer feedback on the service provided - this provides a significant motivation for change across all levels of management and staff. They also need to be encouraged in bringing a fresh approach, or else it might be their behaviour that changes (by conforming) rather than the culture.
But beware - as Caesar first observed, reorganisation can simply be a substitute for achievement.
Having 'a mission' is not good enough - it has to be a 'motivating mission' that inspires people and makes them feel good about coming to work.
We touch on a few of Windsor’s stories that tie into Black History Month and that you can explore in-depth at the newly-opened museum. These factors causing cultural change have been found as leadership change, technological developments, mergers and acquisitions and others. According to Beer (2012), initially, organisational culture is set by the founder of the organisation, but the initial culture set by founders might be subjected to changes due to the impact of a wide range of factors. Christopher (2012) further reasons that the extent to which organisational culture is subjected to change to due to change in leadership depends on a set of factors such as the difference between the new and old strategy to achieve organisational objectives, personal traits and characteristics of a new leader etc. Walshe and Smith (2011) argue that emergence of possibility of making online appointments to see practitioners instead of having to call or physically attend healthcare organisations have caused substantial changes in the practices of healthcare organisations with inevitable implications on organisational culture. In other words, Christopher (2012) argues that leaders need to be actively communicating with employees at all levels, as well as, other organisational stakeholders explaining inevitable impact of mergers and acquisitions on organisational culture, and trying to make this impact positive.
Earlier this year, Level3 blogged about their new initiative of training ~%20 of their 11,000 person staff to be “change agents” in order to cross-pollinate their peers, the notion that change is healthy for the company (speculating).


One reason is, I can be fairly risk adverse and I like to convince myself that I take a paycut to stay in research and education (R&E) because the grass is always browner. For my little piece of the world, this involves operations, architecture, administration and management of 70,000 ports, Healthcare, research, academic, statewide SP delivery and a few data centers. All of these needs can be filled and still protect business with the right mix of vision and plan B’s. Call these groups whatever you want but decoupling groups to focus on near term and long term is vital and even more importantly having a strong working relationship not dominated by either party will bring the develop this ‘ecosystem’ we refer to all too often these days with little substance. I believe we are nearing the end of the articulation and business case development phase both as consumers and providers. If anything here was helpful consider supporting some homeless kitties and click the picture and help save some furry friends today! Either way, no one is going to learn for you and you sure as hell don’t want to wait on some poseur middle manager or peer talking a big game at the expense of your career.
Without this information, the planning stage cannot be properly focused, and is therefore a bit of a 'stab in the dark'. It can provide an early warning system for when things are not going as planned, enabling management to take appropriate corrective action. It will also build cynicism that makes it difficult for management to implement future programmes. At the same time, Beer (2012) acknowledges that this argument relates to private sector organisations at a greater extent compared to public sector organisations.
Maude (2011) mentions the instances of using mobile phones in public to illustrate the impact of this factor.
Biologists call it homeostasis – the tendency of a system or organism to maintain internal stability. The other and relevant reason, is trying to crystal ball the return from investment in a company.
I have no idea how we continue to scale, maintain service delivery and avoid a linear curve straight up in operational and capital cost operating under current architectures.
We talk about commoditization and all of the great business cases, but at the end of the day, who can actually afford to OAM the white box or widget approach to networks without a small army of DevOps behind the scene? As much as I personally proselytize architectural change, can I afford to take the risks with the few options we have today with our stakeholders as the guinea pig? Either that or I will be working at Radio Shack slinging iPhones in 5 years which is probably just as likely. Specifically, according to Maude (2011) while it was perceived to be a rather rude behaviour to engage in lengthy conversations in mobile phones in public places such as public transport only twenty years ago, nowadays such behaviour is generally perceived to be normal. Fortunately my answer is yes, but in small pockets to prove scale that will ideally permeate out over the next 5-10 years. This ecosystem can bring about improved b2b relationships but healthy vendor, customer ‘partnerships’.
If the new Level 3 is going to deliver the next venti coffee of telecom, we need all 11,000 humans in the company – well, most of them, anyway – to be masters at leading, managing and reacting to change. I think the answer is not only yes in the research and education space, but companies like Google, Verizon and many other massive shops are proving that it needs to occur in all verticals. That will require new open frameworks of interoperability and common languages for everyone to melt into dare I use the word innovation.



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