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. If you have turned an idea into an action since joining this web-portal, please register it here and help us achieve our target.
Many organisations and government institutions are trying to change the culture of entrepreneurship. The new name was decided by a vote of 800 employees who were chosen to represent the entire employee population. The name change to DaVita was announced in an iconic celebration similar to  election-night victory celebrations. Download our New ReportWOMEN and the PARADOX of POWER: 8 KEYS for TRANSFORMING BUSINESS CULTURE Get our newly revised report which includes 5 actions for professional women and 3 actions for executives to advance gender balance at the highest levels of the corporation and change the business culture. With a speaking style that is energetic, entertaining and personal, Jeff educates clients on social business culture, strategy and tactics. He customizes every presentation to be audience specific, periodically adjusting to match the level of comprehension and engagement.
Jeff has presented to government agencies, technologists, marketers, media, students, entrepreneurs, and many other groups.
Today’s public social platforms and nearly commoditized connectivity brings about significant risks for government and business. Whatever you want to call our era today: The Information age, the technology Age or the knowledge economy, our social connectivity via the internet is changing how we participate in each other’s lives across the globe. There are some steps that even an enterprise can begin to take while it considers its social business strategy. As emphasized throughout this chapter, culture is a product of its foundera€™s values, its history, and collective experiences. Achieving culture change is challenging, and there are many companies that ultimately fail in this mission. For the change effort to be successful, it is important to communicate the need for change to employees. A leadera€™s vision is an important factor that influences how things are done in an organization. Role modeling is the process by which employees modify their own beliefs and behaviors to reflect those of the leader.[396] CEOs can model the behaviors that are expected of employees to change the culture because these behaviors will trickle down to lower-level employees. Well-crafted training programs may be instrumental in bringing about culture change by teaching employees the new norms and behavioral styles. The criteria with which employees are rewarded and punished have a powerful role in determining the cultural values of an organization. Finally, the success of the culture change effort may be increased by developing new rituals, symbols, and stories. Organizations need to change their culture to respond to changing conditions in the environment, to remain competitive, and to avoid complacency or stagnation. What recommendations would you have for someone considering a major change of culture within their own organization? 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. Ultimately a tradition in society, the workplace and at home will enable entrepreneurship for individuals and organisations, including the promotion of job creation through small companies and increasing the supply of skilled employees. However, there needs to be a clear vision, stimulus and a coordinated approach to create a cultural change. The Entrepreneur Envoy philosophy is to motivate, promote self- confidence and bring out personal development skills. But CEO Kent Thiry intuitively knew in his heart of hearts and mind of minds, that culture change from the inside out was the one right way to save a failing company. What could be more symbolic?  (principle #1) When Thiry took over, the company was called Total Renal Care. The company also holds Nationwide Meetings, to celebrate awards, mourn the death of patients, and connect, by way of shared stories, to the emotional side of their work. His speaking engagements are better described as spirited discussion with high-participation and tangible take-away. He covers these topics from the 50,000 foot level down to the step-by-step, depending on audience and need. The discussion of how to mitigate the risks without sacrificing digital social engagement that customers and constituents demand is critical. Marketing, public relations and the media are embracing the social web to attract new customers and build brand loyalty. Now, social technologies are becoming tools for customer service, human resources and research and development. One way of doing this is to create a sense of urgency on the part of employees, explaining to them why changing the fundamental way in which business is done is so important. For example, when Robert Iger took over Disney, to show his commitment to innovation, he personally became involved in the process of game creation, attended summits of developers, and gave feedback to programmers about the games. For example, after the space shuttle Columbia disintegrated on reentry from a February 2003 mission, NASA decided to change its culture to become more safety sensitive and minimize decision-making errors that lead to unsafe behaviors.
Switching from a commission-based incentive structure to a straight salary system may be instrumental in bringing about customer focus among sales employees.
Continental Airlines is a company that successfully changed its culture to be less bureaucratic and more team-oriented in 1990s.
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.
Stakeholders – employers, trade unions, NGOs, public sector and decision-maker will need to unite to address a cultural change and enable an ’entrepreneurial culture‘ to be embraced by ALL to overcome the long term challenges of the planet.
Entrepreneur Envoys will be informed enough to support policy makers in their strive to create culture change. He was right about that and right again when he used all three principles to lead culture change. Thiry knew that this change also required employees to care about each other and the company.
The company and the employees were being transformed from providers of renal care to givers of life. Why will you have to move to social business software tools in order to remain competitive? It’s a learning process to transition from “megaphone” to “mega-listen.” Customers can help decide which products go to market. Innovation is becoming more agile, Mergers more effective faster and service less expensive. Unfortunately, many organizations realize that their current culture constitutes a barrier against organizational productivity and performance. In successful culture change efforts, leaders communicate with employees and present a case for culture change as the essential element that will lead the company to eventual success. Moreover, to implement the change effort quickly and efficiently, a company may find it helpful to remove managers and other powerful employees who are acting as a barrier to change. The change effort included training programs in team processes and cognitive bias awareness. Moreover, by rewarding and promoting employees who embrace the companya€™s new values and promoting these employees, organizations can make sure that changes in culture have a lasting effect.


One of the first things management did to show employees that they really meant to abolish many of the companya€™s detailed procedures and create a culture of empowerment was to burn the heavy 800-page company policy manual in their parking lot. Next, a change of leaders and other key players may enact change and serve as effective role models of new behavior. Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. 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.
The essential tools for success are primarily a ’can-do‘ attitude, alongside the removal of the fear of failure, and where assessed risk can be rewarded with more than profits; plus the promotion that every person is an artist and an ’A grade‘ at something. This uplifting name change began to shift the focus from treating body parts to providing life giving care for whole human beings. Invest 30 minutes, one call, to learn how you can apply the principles for leading culture change in your unique situation. How are businesses already using these technologies successfully to change work-flow, improving communication and collaboration across their employees, customers and the social web? Each and every person now can reach millions in minutes, with good news or sharp criticism. Examine what the levels of maturity are for business, where you might stand now, and what you can start doing so you can remain competitive in 2012 and beyond. Particularly when there is a mismatch between an organizationa€™s values and the demands of its environment, changing the culture becomes the key to the company turnaround. As an example, consider the situation at IBM in 1993 when Lou Gerstner was brought in as CEO and chairman.
Because of political reasons, self-interest, or habits, managers may create powerful resistance to change efforts.
In contrast, the modeling of inappropriate behavior from the top will lead to the same behavior trickling down to lower levels. Similarly, when auto repairer Midas felt the need to change its culture to be more committed to customers, they developed a program to train employees to be more familiar with customer emotions and connect better with them. If the company wants to develop a team-oriented culture where employees collaborate with one another, then using individual-based incentives may backfire. Instead they share stories and celebrate the new cultural heroes who care about each other, the company, and their patients.
After decades of dominating the market for mainframe computers, IBM was rapidly losing market share to competitors, and its efforts to sell personal computersa€”the original PCa€”were seriously undercut by cheaper a€?clones.a€? In the publica€™s estimation, the name IBM had become associated with obsolescence. In such cases, replacing these positions with employees and managers giving visible support to the change effort may increase the likelihood that the change effort succeeds.
A recent example to this type of role modeling is the scandal involving Hewlett-Packard board members. Instead, distributing bonuses to intact teams might be more successful in bringing about culture change. This action symbolized the upcoming changes in the culture and served as a powerful story that circulated among employees.
Gerstner recalls that the crisis IBM was facing became his ally in changing the organizationa€™s culture.
For example, when Robert Iger replaced Michael Eisner as CEO of the Walt Disney Company, one of the first things he did was to abolish the central planning unit, which was staffed by people close to ex-CEO Eisner. In 2006, when board members were suspected of leaking confidential company information to the press, the companya€™s top-level executives hired a team of security experts to find the source of the leak. Another early action was redecorating waiting areas and repainting all their planes, again symbolizing the new order of things.[399] By replacing the old symbols and stories, the new symbols and stories will help enable the culture change and ensure that the new values are communicated. The investigators sought the phone records of board members, looking for links to journalists.
Successful culture change requires managers that are proficient at all of the P-O-L-C functions.
For this purpose, they posed as board members and called phone companies to obtain itemized home phone records of board members and journalists. When the investigatorsa€™ methods came to light, HPa€™s chairman and four other top executives faced criminal and civil charges.



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