Making changes to an organization's culture is not an easy task for senior leaders. It often involves making changes that require tremendous openness, concentration, prioritization and sustained investment. But this type of change is essential and there is a straightforward approach to doing it.
Vast amounts of time being wasted on marginal activities, such as spending hours on PowerPoint presentations nobody pays any attention to. Conflict avoiders who are very agreeable when they’re in a group setting only to gripe privately with peers, one to one, about everything they seemed to have agreed with earlier.
Cultural inertia like this is all too common. Why? Because changing culture is hard. Culture is squishy, touchy feely, hard to pin down. If I hear “culture eats strategy for breakfast” one more time from someone who never has made a real effort to change anything I think I’ll scream. The first important part of the process is the starting point: the C-suite. The CEO and the senior leadership team need to be personally involved and drive the process from beginning to end.
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