We help organizations design and execute transformation efforts, and we help teams and individual leaders adjust to change. Depending on the need, we plan and measure culture change, as well as culture preservation in times of change; and we support post-merger culture integration.
Our core beliefs on effective transformation include:
- Fundamental transformation happens through changing the way the work itself is done or the project itself is executed. Separate “change projects” and “change work streams” have high failure rates.
- Emotional appeals, such as story and specific example, are often more powerful tools of persuasion than rational argument alone.
- Coping with external change effectively requires a different approach for those elements that can be controlled, and those that cannot. This simple truth is frequently ignored.
Our core beliefs on culture and culture change include:
- Your culture determines how your people behave, more powerfully than any incentive or control system you can impose from the board room – because culture works through broad based, self reinforcing peer pressure
- Culture eats strategy for breakfast – If an organization’s culture is misaligned with its strategic intent, the organization is unlikely to reach its goals. For example, the leading cause of M&A failure is incompatibility among cultures
- Culture objectives, aligned with business strategy, can be defined explicitly; culture can be measured and adapted as intentionally and with as much rigor as any other important business lever.
- Working from the strengths of a culture will always have greater positive impact than trying to fight its weaknesses.