Cultural Transformation

Leading culture change is a real challenge for leaders and managers

  • “Culture itself is a business strategy.”* Business people and leaders today are beginning to understand this as the leading edge of organizational transformation in our complex and fast changing world.
  • But survey shows that “84 percent said that the organization’s culture was critical to the success of change management, and 64 percent saw it as more critical than strategy or operating model.”**
  • Other studies and surveys have also shown that all organizational change interventions (including culture change) have had a poor track record (70% of all change attempts fails to deliver the desired outcomes”). ***

Two major stumbling blocks in leading culture transformation process

  • Culture change is a subjective issue. Going from A to B requires a deep sensitivity to the needs and expectations of people. Studies**** show that more than 60% of change projects are people related, and they “stumble on … trying to transform employees’ attitudes and management behavior”.
  • There is a lack of a systematic way to address deeper levels of the human dimension and experience of people in change management processes;  
* Kegan / Lahey – “An Everyone Culture”
** Survey by Katzenbach Center – quoted in a Strategy + Business Article; June 6, 2014
*** McKinsey & Company research – 2010
**** Kotter 1995, McKinsey 2002 & 2008, and Prosci 2005, 2009

Organizational Maturity Model

The OMM (Organizational Maturity Model) elegantly addresses the stumbling blocks faced by organizational leaders. It measures the level of consciousness (or maturity) of an organization at a given point in time and indicates how the collective culture may grow into the next stage of maturity. Having a clear picture of the future state makes it easier for organizational leaders to communicate a new vision and enroll others behind it. 

 

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More details on the Organizational Maturity Model and what it takes to grow from one level to the next:

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