You want to use your organizational culture as a strategic factor for success?
We have the tool set required to diagnose and portray the actual and the desired culture in your organization, thus enabling you to realize the appropriate changes in culture. When eliciting and visualizing the culture, we rely on the proven Cameron-Quinn Method, which provides a framework for the factual analysis and discussion of what is generally considered a complex and elusive topic.
Concrete change in the organizational culture is best supported by action at four levels:
Role models and decisions
Upper management reaches a shared understanding of the desired cultural change. It is aware of its role model function and consistently embodies the desired culture – e.g. in strategic and staff decisions, as well as in day-to-day work.
Communication and dialog
The culture change is conveyed comprehensibly via both existing and/or supplementary communication tools. Diverse exchange platforms and workshops facilitate true dialog about the new culture amongst employees.
Processes and systems
The culture change is backed by modifications to the system and framework conditions – e.g. in performance evaluation, in bonus and budget processes, but also for example in the IT environment.
Having and keeping the right employees is pivotal for culture change. That is why cultural factors must be taken into consideration – in employer branding, in staff planning, and in the way you recruit people and let them go.