ORGANIZATIONAL CULTURE DEVELOPMENT

Kulttuurin kehittäminen on timantin hiomista

Edgar Schein’s famous quote, ‘how culture eats strategy for breakfast’, is a phrase repeated to the point of boredom. But have you ever stopped to consider what it really means in your organization? How does it manifest and how fast does the breakfast get eaten?

Developing an organizational culture that supports the company strategy is a long process that can take years. On the contrary, things are significantly faster the other way round; in just weeks or a few months you will be able to negatively impact the culture that supports business success, for example:

  • By centralising power and decision making to the top management
  • By cultivating over-optimistic perceptions of the future and making futile promises
  • Silencing the challengers by humiliating them in public

Developing an organizational culture that promotes business strategy and success, requires a genuine belief in that culture really determines the success in business. It is also vital to scrutinise the ways in which the organization thinks and operates its structures, processes, communication, as well as the values, beliefs, and myths that either promote or prevent success.

A CULTURAL JOURNEY WITH SHORTUM

At the heart of the development of an organizational culture that supports 

the strategy and success of your business 

Palaset loksahtavat paikoilleen

Understanding the current state

Lamppu syttyy

Inspirational vision

Toisista huolehtiminen

Awareness of values, beliefs and narratives and analysis of communication

Kokeilu ja sen lähempi tarkastelu

Pilots and sprints – successful and false steps

Saavutus

Measuring progress and taking progress into account

Above all, the development of culture, calls for a common dialogue and a common understanding of the necessity of development and its direction.  Perseverance is needed.

Culture is something that is learned, and it is collective. A change in organizational culture requires the members of the organization to unlearn the patterns of thinking and operating that do not contribute to operational productivity and business success. In the same way, the renewal of culture, requires the creation of new ways of thinking and the adoption of new approaches.

FROM WORDS TO REALITY

At the heart of reforming thinking and instilling new ways of working, is a shared dialogue and the understanding of the necessity and the benefits of change. With practice we will soon realize the progress and functional reforms, and we are also able to eliminate the approaches that are not effective.

CULTURE MAY BE SOMETHING THAT IS DIFFICULT TO DETECT OR EVERYONE HAS BECOME BLIND TO THEIR OLD WAYS 

This is one of the reasons why using external experts in cultural development projects is beneficial. Another reason is that everyone has their own work roles which they are experts in. This kind of expertise is often far from what is needed for cultural development.

IN THE SUSTAINABLE REFORM OF ORGANIZATION, WE BELIEVE:

  • reform calls for a change in the way we think and operate
  • profound change requires a change in the way we communicate and interact
  • Verbal and nonverbal communication, usage of words, narratives and metaphors all affect our thinking – change requires focus on communication and interaction
  • profound change is more emergent than planned – there is power in self-determination and self-organization 

In this way, reformation will become sustainable, which is reinforced by increasing community self-organization

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