Cultural Transformation
Problem
A national processing and distribution company faced several challenges related to its organisational culture across multiple locations. The cultural problems ranged from lack of ownership, deflected risk, and resistance to change. Employees felt disengaged, innovation was stifled, and many teams operated in silos restricting collaboration and impacting customer service. The company needed a cultural shift to foster risk awareness, build a willingness to address concerns (without waiting to be told), harness creativity and build employee satisfaction.
Solution
1. Diagnosis and Awareness
- Leadership Buy-In: The CEO and senior leadership recognised the need for change. They initiated a comprehensive business assessment to understand the current culture, identify employee pain points, and gain feedback and insights from employees.
- Employee Involvement: Surveys were conducted, focus groups were formed and employee interviews conducted to gather employees’ perspectives. This was presented back to the national leadership group.
2. Defining the Desired Culture
- Vision and Values: A clear vision for the future of business and common culture was articulated.
- Behavioral Expectations: Specific behaviors that aligned with the desired culture were defined and workshopped.
3. Implementation
- Leadership Role Modeling: Executives led by example, demonstrating the desired behaviors. They participated in town halls, workshops, shared personal stories of overcoming challenges, and encouraged transparency. They allowed themselves to be vulnerable.
- Training and Development: Employees received training and coaching on desired behaviours, innovation, accountability, and effective communication.
Feedback Mechanisms: Feedback channels were established. Employees were encouraged to share their experiences and suggest improvements.
Outcomes
- Increased Innovation: Teams started experimenting with innovative ideas, particularly to address risks. Failures were often celebrated as stepping-stones towards success.
- Improved Employee Engagement and Ownership: A significant increase in employee satisfaction and engagement scores was evidenced in staff surveys, problem solving and effectiveness of change initiatives.
- Collaboration Across Teams: Silos were dissolved leading to better knowledge sharing, willingness to change and customer service.
This cultural transformation journey demonstrates that intentional efforts to change organisational culture can often yield positive outcomes. By aligning values, behaviours, and leadership actions, companies can create an environment where employees thrive, innovation flourishes, and business goals are achieved.
Phil Nagle
Stoke Consulting
Philip moved into General Management via domestic and international project and operations management. Heavy manufacturing, construction, distribution and wholesale, SME, energy, rail and healthcare are all areas where Philip has consulted to design & implement projects, improve business processes and develop people.
