Organisational culture change is a process that occupies many companies. Many managers and teams are looking for ways to sustainably change their work culture. Clients often come to us with questions such as: „How can we create more trust?“, „Why do old structures no longer work?“ or „How can we get employees to identify more strongly with the company?“ This is exactly where transruptions coaching comes in. It supports organisations in projects relating to organisational culture change and provides impetus for new ways of working together.
What is organisational culture change?
Organisational culture change describes the conscious process of changing the values and behaviours practised in a company. This can be triggered by new technologies, market changes or social developments. Many companies find that old structures no longer fit. They are looking for ways to become more flexible, open and innovative.
A practical example: A medium-sized company had a rigid hierarchy for a long time. Employees hardly communicated across departmental boundaries. After an intensive phase of organisational culture change, an open communication culture emerged. The teams now worked across departments and developed innovative solutions together.
Another example: A consulting company in the food industry was characterised by a patriarchal management style for a long time. Employees were barely involved in business decisions. After a consultation, a participative management culture was introduced. The teams took on more responsibility and developed their own projects.
A third example: An automotive supplier had to adapt to new market conditions. The management opted for agile methods such as scrum and design thinking. However, the employees initially rejected the new ways of working. Only through targeted support and dialogue was it possible to drive forward the change in organisational culture.
Organisational culture change: the steps at a glance
Reflecting the current culture
The first step is to reflect on the current culture. What characterises the company today? Which values and behaviours dominate? Employee surveys, interviews and feedback sessions help here. The results provide information about what works well and where there is a need for action.
One example: A media company from Brighton held regular dialogue rounds. Employees were able to talk openly about problems and look for solutions together. This led to better internal communication and more trust.
Another example: an insurance company in the UK analysed the flow of information between management and employees. The results showed that a lot of information was not being passed on to the teams. This led to frustration and a lack of commitment.
A third example: an automotive supplier recognised that its employees did not identify with the new working methods. The management decided to take the concerns seriously and develop solutions together.
Describe desired culture
The second step is to describe the desired culture. What should change? Which values and behaviours should be promoted? Here it is important to develop a clear vision and define the goals.
An example: A medium-sized company wanted to promote a culture of personal responsibility. The managers showed more confidence in the abilities of their teams. This led to more motivation and commitment.
Another example: a consultancy firm from the food industry wanted to introduce permanent teams. The employees were to take on more responsibility and develop their own projects. This led to better collaboration and more innovation.
A third example: an automotive supplier wanted to establish an agile working culture. The teams were to work faster and more flexibly. This led to new solutions and greater customer satisfaction.
Organisational culture change: the implementation
Develop strategy
The third step is to develop a concrete strategy. What measures are necessary to achieve the desired culture? Who is responsible for which tasks? Here it is important to define measurable goals and clearly allocate responsibilities.
One example: a media company from Brighton introduced a reward system that motivated employees. The teams were able to write down their dreams and achieve goals together. This led to more commitment and creativity.
Another example: An insurance company in the UK improved the flow of information between management and employees. The managers held regular meetings and provided feedback. This led to greater transparency and trust.
A third example: an automotive supplier opted for agile methods and organised regular retrospectives. The teams were able to continuously improve their working methods. This led to greater efficiency and customer satisfaction.
Implementing cultural change
The fourth step is the implementation of the organisational culture change. How is the entire company involved in the change process? How can the management level become a role model for change? Here it is important to actively involve employees and minimise resistance.
One example: a medium-sized company introduced regular culture conferences. Employees were able to talk openly about problems and look for solutions together. This led to better cooperation and more trust.
Another example: a consultancy firm from the food industry introduced permanent teams. The employees took on more responsibility and developed their own projects. This led to more innovation and commitment.
A third example: an automotive supplier opted for agile methods and organised regular retrospectives. The teams were able to continuously improve their working methods. This led to greater efficiency and customer satisfaction.
Organisational culture change: the review
Review cultural change
The final step is to review the organisational culture change. How is success measured? What feedback do internal and external stakeholders receive? What needs to be adapted? Here it is important to continuously evaluate and optimise the process.
One example: A media company from Brighton organised regular feedback sessions. Employees were able to share their experiences and make suggestions for improvement. This led to a continuous improvement in the working culture.
Another example: An insurance company in the UK carried out regular employee surveys. The results were analysed and integrated into the change process. This led to greater transparency and trust.
A third example: an automotive supplier organised regular retrospectives. The teams were able to continuously improve their working methods. This led to greater efficiency and customer satisfaction.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words.
My analysis
Organisational culture change is a continuous process. It requires time, patience and commitment. Many companies find that old structures no longer fit. They are looking for ways to become more flexible, open and innovative. Transruption coaching supports organisations in organisational culture change projects and provides impetus for new ways of working together. Clients often report greater motivation, better results and stronger identification with the organisation.
Further links from the text above:
Corporate culture - definition and steps for cultural change
Corporate culture: example of value-based change
Organisational change - meaning, practices and examples
Organisational change: example of meeting culture
Corporate culture: creating change
Cultural change in an organisation: off to new shores
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