Reshaping Orgnisational Culture

Challenge

This drinks industry organisation has lost its connectedness and is looking to re-establish culture as a key differentiator that unites the workforce together

Solution

We proposed a three-step approach using the global company values as a starting point. It’s an iterative approach in that the outputs of each step provides input for the next.

Step one is to work with the executive team to translate them into tangible behaviours to drive the local strategy. This works from the assumption that culture is expressed as behaviours… the how that enables the what.

Step Two is about mobilising the leader community to operationalise the behaviours. Working with them to understand which current behaviours align to or conflict with the desired ones, and which ones are missing entirely. Exploring the factors that enable and reinforce the current behaviours and workshop those that would support the new.

This provides input to a culture transformation plan to be executed by the organisation over the coming year+.

Step Three is igniting the organisation at their employee conference. A moment to bring together the what and the how but more importantly the why. What’s to be gained? Why it’s worth getting excited about. How to support the workforce to get there.

Outputs from Step Three provides further input and depth to the culture plan and ownership from the business.

Culture doesn’t spring up because it’s been articulated or presented on stage. It’s a long game and it needs structures & supports, not just a comms campaign. Leaving this client with a transformation plan they’re committed to executing will help them to go the distance and shape the culture they’re seeking.