Engage People in Vision, Strategy and Culture Change

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Engage People in Vision, Strategy and Culture Change
Hazel Tiffany, Consultant, United Kingdom

Some very interesting observations and insights here. I agree totally that the people within the organization have to be engaged in its vision and strategy - and to find their place in it - and how they will contribute. For a culture to exist there have to be shared values and principles that are sincere and clearly displayed. Without belief - and leadership play a huge role here - the culture won't change

Organizational Cultures Change Dependencies
easa, Accountant, United Arab Emirates
The change of organizational culture depends on many things:
- create healthy environment from up to down,
- clear responsibility,
- give right authority to right person,
- accountability,
- each employee is a center in organization.

Culture is Able to Change...
Joe Proops, Student (MBA), United Kingdom
To say "culture won't change" is almost like saying people can't change.. Culture can change, but inevitably takes time... In some instances this may not occur if the leadership does not allow for open and honest communication... Equally, creating a shared vision is also particularly difficult; signing people up to a vision is not enough, as this will not commit them to it completely.

Engage People in Vision, Mission, Core Values and Strategy.
Potargent Paul, Consultant, Belgium
I agree fully with Hazel that a company has to engage all the employees in executing the company's mission, vision and strategy and this with taking into account the company's core values. Why is it so difficult to make this happen? Companies have to measure all processes against these values. Failing to measure is one of the major reasons to fail.

The Culture Debate
Hazel Tiffany, Consultant, United Kingdom
Great debate. A couple of things to clarify from my perspective - culture can change - you do it in a number of ways - changing mindsets by engaging in a valuable way - really sharing perspectives, knowing what motivates individuals, co-creation of the vision, making sure that the implications of that vision are crystal clear, understanding what it takes to achieve it and then being prepared to hold everyone accountable for their part in it. The difference between varying levels of compliance and true commitment. Add to this a need for everyone to know and appreciate the values of the company - and to really live them.
I have seen countless organisations that can easily list the company values and then immediately proceed to behave in a way that is totally misaligned to them. They have lost their meaning to most individuals. And individuals have lost their faith in leadership. That is an extreme statement maybe but there is a lot of evidence that it is true in many cases.

Get Buy in from Everyone
Charles Mugoma, Other, South Africa
Indeed culture change has to start at the top and cascade down, effort has to be put in getting the buy in from everyone. Then the change journey becomes much easier and cheaper. Otherwise resistance would impend the change and the effort looses momentum.

Culture Change Happens from Top Down
Jeremy T M Weeresinghe, Business Consultant, Sri Lanka
I have been in a few organisations in Colombo & the Middle East, when culture change occured - at the initial stage as expected there was reluctance to change but when it was practiced from top down and the need to fall in line was demonstrated, it was taken up positively and the organisations made great strides to be recognised locally & internationally.

Organizational Change is About People - People Change
Olga Aros, Consultant, United States
While vision, mission, values and beliefs are critical to organizational change, knowing your people assets is the most critical.
People understand the need to change if the intent and purpose is clear and their role is defined. Those who buy into it will change the organization, those who do not will find somewhere else to go.


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