![]() Public recognition through sharing and spotlighting creates community. Employees are motivated by recognition and praise for an accomplishment. One way of creating a continuous process is to regularly share success stories and recognize those involved. It is critical that we remember the people who make the transformation possible. It needs everyone to critically think about their behaviors, align them to the company’s values, and determine ways of enhancing them. Recognize SuccessĪ continuous cultural transformation is difficult. When employees have ownership and purpose, they are engaged and more willing to go the extra mile. Understanding these goals and reinforcing them through ongoing communication, training, and development provide purpose. A strong learning strategy is based on well-established goals which match the cultural transformation goals. When implementing change, ensure that your training strategy includes appropriate learning deliverables and assessments so you can measure and adjust the program as needed. Reinforcements, refreshers, onboarding, and re-boarding are critical in building and maintaining new habits. We already know that learning is not a one-time event. Everyone should understand their role and where they fit in the process, but also the importance of their contribution to the company’s continuous cultural transformation. Specific communication makes for effective communication. However, saying, “When finishing these tasks, inform the planner and the quality control team so they can be aware of what’s coming to them” is very specific and sends the message of collaboration, teamwork, and awareness of other roles. Saying to the line workers something like “ensure that you practice diversity and inclusion” doesn’t mean much. For example, a healthy company culture puts an emphasis on diversity and inclusion. The message to the line workers should explain their part in the larger initiatives and the reasons for change as they relate to them specifically. The message to the execs may relate to forecasts and ROIs. To accomplish this, every change, initiative, and idea should be communicated to everyone in a way that makes sense to them. The cultural transformation is effective and lasting only when employees are engaged in establishing the culture and are willing and proactive in identifying areas for improvement. Change and continuous change require the participation of everyone in the organization: the execs, the workers, and management at all levels. We cannot drive change by forcing the vision of a few leaders. This is probably the most important concept to keep in mind with any change initiative and especially with cultural transformation. Change Is Everyone’s ResponsibilityĬommunicate, communicate, communicate. So, let’s see what the most critical elements of a successful continuous cultural transformation are. The same is true with cultural transformations and organizational change. If we don’t continue fueling a fire, the fire will die. What happens in six months, a year, three years? A cultural transformation doesn’t just end. But…what happens after? The changes were implemented, the new initiatives are working, employees are engaged. Cultural transformations are great for the bottom line when done right. They can fuel creativity, innovation, and community building. We must overcome barriers, convince stakeholders of the benefits, and implement the new measures.Ĭultural transformations can bring a lot of energy to an organization. ![]() ![]() We must communicate the change and, more importantly, we must get employees’ buy-in to the change and engage them in making it happen. We must understand where we are, what we are changing, and where we want to be. In a cultural transformation, we do not start from scratch. Changing an organization’s culture is called a “cultural transformation.”Ī cultural transformation is different than establishing an organizational culture, mainly because of the change component. At times, a company’s mission and vision change, or the culture simply does not fit the time. Others gain a culture through their most engaged employees, through their actions and leadership. ![]() Some companies put a lot of work into establishing a strong culture to match the vision and mission of the organization. Ownership.Įvery organization has its own distinctive culture.
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