Free White Papers
Ask the experts
Got a question? Put us to the test
Changing Culture
The importance of culture for an organisation is summed up as 'the way we do things round here'.
Culture provides a set of norms which define the way an organisation sets about achieving its objectives (including both the written and the - sometimes more powerful - unwritten rules). Culture also provides social cohesion. Changing culture is risky.
An organisation's culture represents an important element in organisational (and individual) identity. It provides stability and guidance. Changing culture is therefore:
- Difficult: in mature organisations the culture is deeply embedded in everything it does and to the inexpert eye many aspects of it may not even be apparent.
- Dangerous: so much can be tied up in culture that attempting to change it or imposing changes which run counter to the culture can result in the organisation becoming disorientated and losing a sense of purpose.
- Challenging: culture often springs from the top. People follow the (often implicit) example set by the leaders, so cultural change has to be embraced and led by the top people. It involves people surrendering long-held beliefs about what they do and why.
Why change culture then?
However, because it is such a force for stability, culture has to be challenged and changed if an organisation is serious about transforming the way it behaves. Without this, the superficial changes will occur but the fundamental drives will undermine the achievement of benefits.
Culture change is essential in any organisation contemplating change and it is integral to achieving transformation change. Even where change is not contemplated a critical, objective examination of culture can identify cultural barriers to improved performance.
What role can Oakleigh play in changing culture?
To change culture, external help is essential for a number of reasons.
- Culture is so deeply embedded in an organisation that it can be difficult for those in it to gain a clear perspective, or even to perceive the implications. An outsider's view is essential.
- In analysing culture, external facilitation will be able to ask probing questions, to question assumptions, and to provide an external focus.
- An external consultant's experience of other organisations will help develop strategies and approaches.
Oakleigh has wide experience in supporting organisations through cultural change at the individual (working with senior managers in a coaching or mentoring capacity), team or whole organisation levels.
How Oakleigh has helped others
- Oakleigh supported the Electoral Commission in its development of a performance culture through an analysis of their current organisation and developing a vision and an implementation plan for the future.
- An Oakleigh consultant worked closely with the BBC's new media operation to develop a more commercial outlook, including providing support to senior managers.
- Culture change was a key element in the transformation programme put in place to change the way the DETR's commercial directorate functioned.