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« Reduce response times »,
« transition from a technology to a service company », « integrate local champions into global
centres of excellence », … managers know what has to change. These changes are an interconnected mix of subject matter change, process change, and culture change: culture change cannot be avoided for subject matter and process changes to deliver their expected results.
The problem is culture change questions deeply rooted people functioning, organizational structures and management processes, it questions the organization's positive perception of itself and the way it responds to challenge and change.
Culture change is a major leadership and coaching task !
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 Change starts by asking five times the question « why », when performing experience feedback, performance metrics analysis, or major incident and root cause analysis. (e.g. establishing
fishbones). An other way is to look at the substitute processes: processes and procedures which increase costs, risks, and response times inside key processes, add no value to the end customer, but seem not to be questionable.
The deeper this analysis, the stronger the
defence mechanisms, and the more critical it is for leaders to listen, and provide top-down empathic support throughout the organization. Managers should be involved in multi-level teams to either remove culture root causes, or escalate them at a level at which they can be removed.
Ultimately, culture change may need the additional level of challenge that only outside eyes can bring !
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