In previous blogs in our Culture Series we’ve looked at five reasons why organisations should pay more attention to culture during change initiatives, and a ‘four lever’ model by which we can understand and work with culture – suggesting that this may be a more useful approach than seeking a precise definition of organisational culture. In this blog we’ll highlight five lessons we’ve learned about how you can work with these levers to effect a change in culture. You’ll find that reading the previous blogs in the series will help you make sense of this one. Read more
In the previous blog in this series we highlighted five reasons why organisations should pay more attention to culture in change initiatives. But what do we actually mean by culture – or, perhaps more usefully, how can we think about culture in a way that lets us address it?
So, culture – what is it?
In this edition:
What is organisational culture, and why does it matter?
We’ve been ranked among the UK’s leading management consultants by the FT.
Following the success of our autumn event we’re re-running our culture change event in April. Read more
How many change programmes integrate work on organisational culture? We increasingly think ‘not enough’. Read more
It’s no longer an option to view cyber attacks as something that happens to someone else, some other organisation, or just a technical issue. It’s now standard practice for all large organisations to have measures in place to protect themselves and their assets, and these measures often include an element of culture and behaviour change .
Why adopt an agile mindset?
A lot of our clients appreciate the benefits of adopting an agile mindset, as well as agile working practices. And this makes a great deal of sense, after all, we’re living in an age of major business disruption and innovation. Modern business must deal with a plethora of challenges, from regulation, compliance and new technologies, to the economy and exploitation of big data. Most of these challenges can also represent opportunities, if you’re in the right shape to take advantage of them. Read more
There is, understandably, some confusion about how change management activities sit alongside project management.
After all, project management provides for comms and learning, so what’s the need for additional change management? Read more
When undertaking a change project, whether it be technological or process based, we always look to build a change network to act as champions for the cause throughout the organisation.
The obvious choices for these roles are usually senior leaders, line managers or team leaders, however there is an untapped resource hidden in the formal organisational structure.
Formal business leaders are the natural choice to be change champions but what about the influencers within teams, departments or business units? These types of people tend to be (but not always) the more experienced in the company, typically social within groups and well respected and trusted amongst their peers. Read more
How many therapists does it take to change a light bulb? Apparently just one, but the bulb must want to change. The old ones are the best – but maybe there’s something here for us in Business Change.
The Person-Centred approach to therapy was developed by Carl Rogers. Crudely, at the heart of his thinking lies the belief that if people feel secure – safe and valued – they’re more likely to be able to embrace change, and effect it for themselves. Intuitively, this makes sense, and evidence over decades now can be produced to support the contention. Rogers identified three ‘core conditions’ that would characterise the attitude of the therapist to the client in effective working: congruence (being genuine); empathy (a deep understanding of what the client is feeling); and an unconditional positive regard for the client (acceptance). Read more
Using our creativity and innovative approach to delivering change, we enable and equip your people to progress through every step of the change journey.
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