No merger has ever failed because of technicalities, but many have failed because of cultural incompatibility. We have a variety of tools and proven formats for how you can work on cultures: from analysis to specific cultural development. In this regard, work on the rules and regulations that define a culture is more than merely nice to have. This is because the soft facts that are often considered to be secondary are either the lubricant or the sand in the transmission of the project engine.
Success factors for cultural processes
Corporate culture is gaining more and more importance as a key factor for success, as is the need to shape it explicitly and systematically. For example, it can be the main focus in mission statement projects or in values projects. When working with and on corporate cultures, we consider the following perspectives to be important:
Context determines behaviour
In different contexts, we act in a manner that suits the current formal and informal rules for each case. The aim of cultural work is to analyse and modify these contexts in order to make different behaviour possible.
Minor impetus, major effect
In the (agile) cultural process we try to use a small but effective impetus. Measures that can be implemented quickly and effectively provide for immediate visible moments of success.
Reflection by iteration
The central element of cultural change is regular mutual reflection and discussion. In the culture, typical and "correct" behaviours are analysed and made into "discussable" topics.
Cultural work cannot be delegated
In the cultural development, all relevant (hierarchical) levels actively participate in the discussion process. Therefore, the cultural work is anchored exactly where the change can and must effectively take place.
A lot of effort, but feasible
Our understanding is to make the cultural development feasible and to integrate it systematically into everyday work. In this way, attention to cultural development can be maintained over as long a period as possible.
kult:agil® – Agile cultural process
Ultimately, analysing a corporate culture and identifying needs for change is "only" the beginning. The exciting question, however – particularly for cultural processes that span the entire company – is always "What now?". How are the selected topics changed in practice? How can cultural differences in individual areas or teams be taken into account while still providing uniformity? How can the organisation focus on the topic of culture and yet not neglect the operational business? How can such a major change project actually be knocked into shape?
Our answer to all these questions is kult:agil® – agile cultural process. We offer you a standardised procedure and tailor it to your issues, needs and challenges. Together with you.
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