Organizational Culture Transitions
Many organizations mistakenly identify “training” as the solution to individual and/or organizational performance challenges when the actual problems have their root cause in organizational culture derived from enterprise habits.
Current organizational culture tends to be defended vehemently by those who gain the most from it. And many of those staunchly defended cultures include significant business drawbacks such as slow decision making, human passivity, excess absenteeism, lacking coordination, group-think, minimal delegation of authority, strategic missteps, unclear communication, over-staffing, conflict avoidance, lack of learning, and a mistaken view that respect does not need to be earned before being received.
In fact, enterprises with detrimental cultures frequently define their dubious enterprise habits as crucial to or the essence of their cultures.
Culture that is not written, publicly displayed in complete and clear terms, or is not largely aimed at customers and people served is usually just an accumulation of old habits that are in many cases non-productive within the business world that currently exists. These human habits are usually inherently conflicted while largely resulting from the tendency of many humans toward a state of stasis.
Our organizational culture transition assistance is always limited to 9 months or less and is driven by our knowledge that positive and productive enterprise cultures are focused nearly entirely and equally upon customers, markets, owners and employees while being aimed at continually improving enterprise results to the benefit of all of those stakeholders equally.
We will be happy to discuss this subject with you and we will then share whether the challenges faced by your organization are likely to be corrected through a peaceful cultural transition…or if there is likely to be a different root cause that should be addressed.