Cultural change methodology,ways to improve quality productivity and process time,watch secret millionaire online season 1 - Step 1

13.03.2014
Inspiration for change comes in many guises – from downshifting your personal life to celebrating a community Apple Day to joining a movement for social justice. Around the world, cultures are in flux as technological innovation and the shift away from local towards global has affected all matters of life. Transformations in our relationship with nature, other people and other communities throw up many difficult questions.
Schumacher College Named after Small Is Beautiful author EF Schumacher, this educational establishment set on the Dartington Hall Estate near Totnes, Devon, offers courses on subjects relating to environmental and social sustainability, as well as regular seminars and open days.
Photo via AFPJust as a band of Carteret Islanders are abandoning their homes due to the effects of climate change--becoming the world's first climate change refugees--word has come that rising sea levels and more severe weather patterns may claim an even greater victim: the entire cultural legacy of Australia's native Aborigines.
The ability to acclimate varies across the amateur, professional and gold medal level of execution performance. Change leaders often have a mandate to change the organisational culture itself, yet ironically the culture can be the very thing that causes them to fail.
If the change leader does not acclimate to the culture, they are unlikely to gain acceptance by those they are trying to change. Case example: A newly appointed executive aimed to introduce a new ambitious strategy for a division of an Australian business. You may hear of your culture being blamed as the reason things don’t get done – for example, trying to implement a customer-centric culture when people won’t adjust what they are doing, or an inability to improve sales because different divisions don’t work together effectively. In my observations, the inability to acclimate is the most common underlying reason for project or strategy implementation failure. Once the change leader understands the predominant cultural style, they need to acclimate in three ways: their personal style, the execution architecture and the pace of the change that they establish. Firstly, the change leader needs the flexibility to adjust their personal style to different situations. In a high performance culture, people are strongly motivated and encouraged to drive hard for business results. In an avoidance culture, decisions are avoided and there is an avoidance of closure – which can mean constant “reinventing the wheel” and re-prosecuting old issues. In siloed cultures, there are independent, often fragmented business units with different sub-cultures that tend to compete rather than cooperate. In risk-averse cultures, the change leader needs to take a conservative and carefully considered approach to change. The following table summarises these cultural types and how to acclimate successfully to make change happen. Case example: A large, decentralised organisation was trying to develop a new business model that implied significant upheaval for Executive and management roles. Understanding and being able to acclimate to the culture will help you maximise your execution productivity and business outcomes.
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They prepare within the new altitude and climate so they can function at their personal best within that particular environment. Culture can be a subtle, invisible barrier that is not understood by those trying to achieve the change, or it can be something the change team takes time to understand and works purposefully to acclimate within, to gain acceptance, so that they can then successfully challenge “the way we do things around here” – changing the culture from within. Some change leaders have outstanding resumes and strong change mandates, yet are rejected and forced out of their organisations.


The culture was highly collegial and participative, and everyone was used to “having their say”. It is easy to blame executives for being overly focused on their own fiefdoms, when we want them to focus on the greater good. It is sometimes masked as something else, such as a budget that is suddenly removed or a program that is shut down because of a change in direction, but the underlying often-unspoken rationale is often the inability of the change leaders to work within the culture.
Some change leaders are naturally intuitive, and have the emotional quotient (EQ) and perception to understand the culture, and know what they need to do to acclimate. Within some cultures, if the change leader moves faster than the natural pace at which the culture can absorb change, then they will do so at the risk of being rejected.
An astute change leader will acknowledge the differences, but de-personalise the debate and galvanise everyone around a common cause. Each Executive had a siloed view from their own division’s perspective, which made it hard for the CEO to gain critical input to the new model. This is about perception and empathy, as much as it is about rigorous analytics and cultural tools. Could climate change really wipe an entire, culturally rich people off the map?A recent report says that it's not only possible, but probable--yet how would this happen?According to AFP, Climate change would force Australia's Aborigines off their traditional lands, resulting in "cultural genocide" and environmental degradation, a human rights watchdog warned on Monday.The culture is thousands of years old, but is nonetheless delicate enough to be wiped entirely away by climate change--that's the consensus of a report recently completed by the Human Rights Commission. In the same way, an executive or change leader embarking on a strategy implementation will need to acclimate to be successful – understanding and adjusting to execute the strategy within the culture. At professional level, the change leader is typically aware of the cultural issues but cannot seem to overcome them. The onus is on the change leader to acclimate, to be accepted first, before they can begin to change the very system that is entrenching the undesirable behaviours.
She failed to build relationships or gain acceptance by her peers and their team, sealing herself off physically in a separate office while her peers and team were all in open plan. For many change leaders, various cultural diagnostic tools are useful to diagnose the type of culture, and provide insights into the behaviours that are associated with that culture.
The commercial approach must be underpinned by a robust business case, as it will be strongly questioned and challenged. The change leader needs to be firm but not pushy – if they push too hard they will be rejected. The change leader must acknowledge and follow due process, which can result in a slower pace of change.
After a 6 month internal “talk-fest” with no resolution (in a culture that avoids decisions), we were invited to assist them accelerate their business model and execution. It is about patience and persistence, a “tweak and nudge approach”, trial and error, trying different things, and modifying your own behavioural repertoire to fit the situation. At gold medal level, the change leader deeply understands the culture and is able to adapt the style, execution architecture and pace of work to be successful within that culture .
Fear and confusion increased significantly when she announced her plans without consultation. There are often unintended interpretations made in organisations about seemingly straightforward decisions such as the change leader’s choice of dress, the choice of open plan or traditional offices (see case example on page 1), or the location or timing of meetings. The commercial approach for any change needs to be underpinned by a clearly communicated, logical, business case.
A segmented stakeholder strategy is needed – which means different forums and approaches for different groups of stakeholders.


There is typically a strong respect for authority in these cultures, so the executive needs to firmly reinforce their support for the change.
The program governance requires a divisionalised program approach, with integration at the corporate level. The business case needs extensive risk analysis, with large investments divided up into palatable increments. We de-politicised the process by hosting an Executive discussion based on key focus areas, rather than discussing their current functions. Rising sea levels and soaring temperatures would make their homelands uninhabitable, severing spiritual links and laying waste to the environment, according to the commission's annual Native Title Report. It’s about figuring out what will work within the culture to gain sufficient acceptance, while still being authentic, so that the change leader has a mandate for change.
If the change leader focuses on converting some of the influential skeptics, they can gain ground quickly.
A strong project and program governance structure is needed where initiatives are carefully prioritised and accountability is locked in, thus avoiding “analysis paralysis”.
The change leader needs to avoid the convenience of a one-size-fits-all, corporate mandate and a different pace will be needed in each division to suit the various sub-cultures. Pilots will be helpful in achieving a proof of concept for small “manageable chunks” of work.
Each focus area was then assigned a task force, including a cross-section of staff and Executives from across the business. If it was easy, then everyone would be doing it well, and we wouldn’t be seeing such high failure rates for project execution.
And the problems would be many:"Problems that indigenous Australians will encounter include people being forced to leave their lands, particularly in coastal areas. Gold medal level means the change leader is maximising their execution productivity – achieving the highest business impact for their efforts. The change leader can achieve very fast change if they communicate clearly and ensure people understand the desired outcomes. The change leader will benefit from finding “insiders” who will tell you what is really going on. They were given specific tasks that they then had to present back to the Executive within a defined time frame. While the search for answers isn’t easy, there are many wise voices in the wilderness. While there are often high levels of business as usual activity in these cultures, this may be an excuse for a slow pace of change. By removing the “wriggle-room”, and de-personalising the debate, we were able to help them gain consensus on the model, and ultimately to implement it.
80% of Aborigines rely on the natural environment for their livelihood--all of which become endangered as climate change grows more severe.And once again, as with the Carteret Islanders, we've got a case of a people paying dearly for the coal-shovelin', SUV drivin', plastic manufacturin' ways of Westerners. Linking nature with art, it uses the creative impulse and cultural events to inspire people to change things at a local level.



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