Organisational culture change is a process that concerns many companies. Many leaders and teams are looking for ways to sustainably transform their working culture. Clients often approach us with questions such as: „How can we build more trust?“, „Why are old structures no longer working?“, or „How can we get employees to identify more strongly with the company?“. This is precisely where transruptive coaching comes in. It supports organisations with projects related to organisational culture change and provides impetus for new forms of collaboration.
What is organisational culture change?
Organisational culture change describes the deliberate process of altering the lived values and behaviours within a company. This can be triggered by new technologies, market shifts, or societal developments. Many companies are experiencing that old structures no longer fit. They are looking for ways to become more flexible, open, and innovative.
A practical example: A medium-sized company had a rigid hierarchy for a long time. Employees hardly communicated across departmental boundaries. Following an intensive phase of organisational cultural change, an open communication culture emerged. The teams now worked across different areas and jointly developed innovative solutions.
Another example: A consultancy firm in the nutrition sector was characterised for a long time by a patriarchal leadership style. Employees were barely involved in entrepreneurial decisions. Following a consultation, a participative leadership culture was introduced. The teams took on more responsibility and developed their own projects.
A third example: A car parts supplier had to adapt to new market conditions. The management relied on agile methods like Scrum and Design Thinking. However, the employees initially rejected the new ways of working. It was only through targeted support and dialogue that the organisational culture change was successfully driven forward.
Organisational Culture Change: The Steps in Overview
Reflecting on the current culture
The first step is to reflect on the current culture. What shapes the company today? Which values and behaviours are dominant? Employee surveys, interviews, and feedback sessions are helpful here. The results provide insight into what is working well and where action is needed.
One example: A media company from Brighton held regular discussion rounds. Employees were able to speak openly about problems and look for solutions together. This led to better internal communication and more trust.
Another example: an insurance company in Great Britain analysed the flow of information between management and employees. The results showed that a lot of information was not passed on to the teams. This led to frustration and a lack of engagement.
A third example: a car parts supplier realised that the employees were not identifying with the new working methods. Management focused on taking their concerns seriously and developing solutions together.
Describe wish culture
The second step is to describe the desired culture. What should change? What values and behaviours should be promoted? It is important here to develop a clear vision and define the goals.
Here's an example: A medium-sized company wanted to foster a culture of personal accountability. Managers showed more trust in their teams' abilities. This led to increased motivation and engagement.
Another example: A consultancy firm in the food industry wanted to introduce fixed teams. Employees were to take on more responsibility and develop their own projects. This led to better collaboration and more innovation.
A third example: An automotive supplier wanted to establish an agile working culture. The teams were supposed to work faster and more flexibly. This led to new solutions and increased customer satisfaction.
Organisational Culture Change: Implementation
Develop strategies
The third step is the development of a concrete strategy. What measures are necessary to achieve the desired culture? Who is responsible for which tasks? It is important here to define measurable goals and clearly assign responsibilities.
An example: a media company from Brighton introduced a reward system that motivated employees. The teams could write down their dreams and achieve goals together. This led to greater engagement and creativity.
Another example: A UK insurance company improved the flow of information between management and employees. The leaders held regular meetings and provided feedback. This led to increased transparency and trust.
A third example: A car parts supplier opted for agile methods and conducted regular retrospectives. The teams were able to continuously improve their working methods. This led to greater efficiency and customer satisfaction.
Implementing cultural change
The fourth step is the implementation of organisational culture change. How will the entire company be involved in the change process? How will the leadership level become role models for the change? It is important here to actively involve employees and reduce resistance.
For example, a medium-sized company introduced regular culture conferences. Employees could openly discuss problems and search for solutions together. This led to better collaboration and more trust.
Another example: A consultancy firm in the nutrition sector introduced fixed teams. The employees took on more responsibility and developed their own projects. This led to more innovation and engagement.
A third example: A car parts supplier opted for agile methods and conducted regular retrospectives. The teams were able to continuously improve their working methods. This led to greater efficiency and customer satisfaction.
Organisational Cultural Change: The Review
Reviewing culture change
The final step is to review the organisational culture change. How is success measured? What feedback is received from internal and external stakeholders? What needs to be adjusted? It is important here to continuously evaluate and optimise the process.
For example: A media company from Brighton conducted regular feedback rounds. Employees could share their experiences and make suggestions for improvement. This led to a continuous improvement of the work culture.
Another example: A British insurance company conducted regular employee surveys. The results were analysed and incorporated into the change process. This led to greater transparency and trust.
A third example: A car parts supplier conducted regular retrospectives. The teams were able to continuously improve their way of working. This led to increased efficiency and customer satisfaction.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words.
My analysis
Organisational culture change is a continuous process. It requires time, patience and commitment. Many companies are experiencing that old structures no longer fit. They are looking for ways to become more flexible, open and innovative. Transruption Coaching supports organisations with projects related to organisational culture change and provides impetus for new collaboration. Clients often report increased motivation, better results and stronger identification with the company.
Further links from the text above:
Company Culture – Definition and Steps for Cultural Change
Corporate Culture: An Example of Values-Based Change
Organisational Change – Meaning, Practices and Examples
Organisational Change: Meeting Culture Example
Corporate culture: creating change
Organisational Culture Change: Setting Sail for New Shores
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