Organizations that fail to adapt their culture to changing conditions will eventually become extinct – and who wants that?
Change We live in BANI times, the quality of change has drastically increased in recent years. The former CEO of General Electric, Jack Welch put it: "If the rate of change outside exceeds the rate of change inside, the end is in sight!" Organizations, leaders, and employees must ask themselves to what extent their current culture can lead them into a successful future.
Development of Culture The culture of an organization shapes how leaders and employees behave on a daily basis, both internally and externally. At the same time, the current culture of an organization is the result of past behavior. This behavior has not only led to success but have also gained collective social acceptance within the organization. But how can you make a culture future-proof? And what constitutes a "right" culture?
Future Viability We are convinced that a good or "right" culture must be responsive to the environment and people-oriented. Responsive to the environment means that the culture supports employees in fulfilling their purpose and achieving their long-term goals. A culture is people-oriented if it is attractive to employees within and outside the organization and provides the organization with a strong position in “the war for talent”.
Questions like "What makes us tick today?", "What are our cultural strengths and weaknesses?", and "Considering future challenges, how should we operate?" serve as the key questions that trigger the culture development process.
Cross-linking The process must involve as many leaders and employees as possible. In all our formats, we strive for maximum heterogeneity in terms of regions, locations, sectors, leadership levels, and tenure. This approach promotes both the diversity and the validity of the responses.
Tension The discussion between people must be further stimulated. Our frameworks and didactics are specifically aimed at this goal. The excitement is fuelled by collective analyses of previously gathered cultural data, hypotheses about the present culture, new thought patterns, examples of culture from other organizations, and our cultural models, such as the Culture Map. This process enables an informed exchange of varying perspectives.
Evaluation In this context, we must collectively revisit and answer questions about the "right culture". We foster a hierarchy-free, open, yet critical discourse, providing people the space for joint evaluation of their (new) reality. This approach concretizes the present and the desired future culture, thereby paving the path towards it.
We fully commit to our clients, but we won't let them off the hook easily! With us, you can't have your cake and eat it too!
Know-how With our best practices, we demystify the often-ambiguous concept of 'culture', making it tangible, discussable, and therefore, shapable. In addition, we convey key success factors for culture development and instigate concrete impulses, enabling managers and employees to positively influence their organization's culture.
Insight We ask the right questions about culture development and methodically support people in answering them.
Energy Our passion for organizational culture and our storytelling mobilizes people. In this way, we set the right incentives to create an atmosphere of optimism and a spirit of change!