Leading Culture Change: What Every CEO Needs to Know
Language: English
Pages: 232
ISBN: 0804763429
Format: PDF / Kindle (mobi) / ePub
Author Christopher S. Dawson draws on 25 years of experience as an organizational consultant in a variety of industries to delineate five critical success factors, without which culture change is unlikely to occur. He offers practical tools and approaches to facilitate culture change, in addition to an overall framework that acts as a yardstick for seasoned and new top leaders. The book provides a "red-yellow-green" level of urgency tool for determining the degree of organizational effort required to address the gap between strategy and culture; a roadmap for culture change; and more.
After describing how to effect change, the text describes frequent scenarios, providing guidelines, an in-depth case example, and lessons for top leaders. Finally, the book outlines four essential leadership competencies—dual-horizon vision; self-awareness; team leadership; and source of inspiration—based on the requirements for leaders of any transformation.
This book is an ideal guide for today and tomorrow's top leaders—as well as a valuable supplement to management consultants' and human resource executives' professional training.
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thereby create value. Though mostly U.S. firms, these companies span a wide spectrum of size, industry, and location: more than seventy-five separate engagements in all. As I worked to help these companies realize, define, and then execute their culture change journeys, some very clear patterns emerged: • Difficulty. As you will see in the thoughts that follow, there is no question that culture can, and does, change. Like any change of comfortable patterns, it is exceedingly difficult and
should never be underestimated as an obstacle to successful culture change. Think of it as a “life force” that wants to continue its existence and will fight any attempt to alter it. Even in a relatively new or young company, by the time the leadership is thinking about “our culture,” something has come before, and that cultural footprint will have a momentum; perhaps less momentum than in a hundred-year-old company, but never “zero.” The second powerful force that must be addressed and offset
strategy and culture are aligned. This is the most common cause for the frequent “false positive” decision error—organizational culture is erroneously dismissed with a “no action necessary” conclusion. Let’s assume for the moment that the reader is persuaded by the basic logic presented in Chapter 2 and that the “fatalistic” and “irrelevant” distortions are not present, that is, you believe that organizational culture is changeable with the right tools and methods. Even after that hurdle is
credibly say “there’s been a change.” Celebrating Progress is an important set of activities but is not a timeconsuming or labor-intensive activity in the way Launch and Propagating the Wave are, and should be happening to one degree or another from the early days of the culture change. I will have more to say about this as we move on shortly to discuss various approaches to recognizing progress. With regard to timeframe expectations, it is my view that a well-designed and executed culture
Because the goal is integration, not change (though clearly change may be involved), my experience has been that the majority of time is best invested in crafting the shared Vision Culture from brief “bullet style” summaries. This will vary as a function of the R-Y-G condition in both companies, and on other time-related factors. • The urgency level for integration of the two cultures will vary as a function of the strategic rationale, degree of conflict between the cultures, and perhaps other