Culture and Change
Our culture and change practice focuses on helping leaders and organizations create strategic advantage through culture. We use powerful tools, including those generated through our own research, to help leaders understand, frame, and navigate change in ways that optimally and globally leverage culture, whether “culture” is national, organizational or professional/occupational. Our approach is customized to the needs of your situation.
CLIENT CASE STUDIES:
- Improving Productivity While Merging Cultures at Molex
- Using the Talent System to Change Culture at Microsoft
- Tata Enhances Partnerships with Clients Across Cultures
- Successful Diversity Week Turns into a New Strategic Direction at Gilbane
- Better Quality and Efficiency at Pulte Through Cross-Cultural Communication
What is “Culture?”
Is it something to change or something to leverage in change? Do cultural differences across regions matter in change? If so, how much? How does diversity and inclusion relate to culture, and how do you address it in global contexts? Should you account for subcultures in change, and if so, how?
These are not just academic questions. How you think about culture will critically shape how you work with it.
You see, some people think of culture as how people do things. Others think about it as symbols, or values. Some are interested in fitting your culture into a homogenous “type”, while some think of culture as synonymous with how people feel.
While having a firm definition of “culture” is important, what is more important is how your organization operationalizes culture. What do people care about, what do they actually do in practice, and how does all of this take shape and impact your organization? These are some of the critical questions we focus on in understanding and leveraging culture in planned change.
