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.
Organizational cultures as perceived by the individuals who benefit the most from them are defended vehemently by those same people.
Many of those staunchly defended cultures include significant business drawbacks such as slow decision making, human passivity, lacking coordination, groupthink, minimal delegation of authority, strategic missteps, unclear communication, conflict avoidance, lack of learning, and a false view that respect does not need to be earned before being conveyed.
In fact, enterprises with very detrimental cultures define their non-beneficial enterprise habits as crucial to their cultures.
Any culture that is not written, publicly displayed in complete and clear terms, or largely unchanging is merely an accumulation of usually old habits. And, 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 15 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 entirely at continually improving enterprise results to the benefit of all stakeholders.
We would be happy to meet and discuss your needs and we will be the first to tell you whether the challenges faced by your organization will be corrected by a peaceful cultural transition or if there is another root cause that should perhaps be addressed.