CORPORATE

CULTURE
DIAGNOSTIC AND DEVELOPMENT

WARMUP

WARM-UP
Youll watch a video

http://www.youtube.com/watch?v=Kta2upHMMtk

What good advice do they (Innocent founders) give about having a

strong corporate culture?

Open, transparent and honesty relationship with stakeholders

Simple principles or values
Corporate culture and brand held together by a family/friend principle
Clear with image and reality
Use real language, avoid jargon
Apple great example of clear, simple and coherent communication.

WARM-UP
Watch another video. 2.00 -9.00min

http://www.youtube.com/watch?v=36YPl6A0gHI

What problem solving corporate culture strategies does Catherine

Courage mention? How can they be employed in everyday business?

Environment- foundation of creative thinking, ideas and motivation

Experiments not being afraid to fail, encourages innovation, improvements
Storytelling - inspire and pursuade

OBJECTIVES
Identify key issues with a corporate culture for potential change.
Develop and use taught strategies to improve a corporate culture.
Work on real world companies to develop corporate culture, making
pertinent changes.

CULTURE
(REALIGNMENT)
ROADMAP

CONDITIONS FOR TRANSFORMATIONAL CHANGE

1.
2.
3.

4.

5.

Principle 1: Survival anxiety or guilt must be greater than learning

anxiety
Principle 2: Learning anxiety must be reduced rather than
increasing survival anxiety
Principle 3: The change goal must be defined concretely in terms
of the specific problem you are trying to fix, not as culture
change.
Principle 4: Old cultural elements can be destroyed by eliminating
the people who carry those elements, but new cultural elements
can only be learned if the new behavior leads to success and
satisfaction
Principle 5: Culture change is always transformative change that
requires a period of unlearning that is psychologically painful

SIX STEPS WHEN DESIGNING AND IMPLEMENTING ORGANIZATIONAL CULTURE CHANGE

4
2

Reach
consensus on
the current
culture

Reach
consensus on
the desired
future culture

Determine
what changes
will and will
not mean

Reach
consensus on
the current
culture

Reach
consensus on
the desired
future culture

Determine
what
changes will
and will not
mean

Lewins Three-Stage Process of Change

Lewins
Force-Field
Theory of
Change

Organisational change occurs when:

forces for change strengthen
restraining forces lessen, or
both processes occur simultaneously

ASSESSING RESISTANCE TO CHANGE - STREBEL

1.
2.
3.
4.
5.

Look for closed attitudes.

Look for an entrenched culture.
Look for rigid structures and systems.
Look for counterproductive change dynamics.
Assess the overall resistance to change by:

Examining to what extent the various

forces of resistance are correlated with
one another.
Describing the resistance threshold in
terms of power and resources needed to
deal with the resistance.

POSSIBLE CHANGE PATHS - STREBEL

BEER ET ALS SIX STEPS TO EFFECTIVE CHANGE

1.
2.
3.
4.
5.
6.

Mobilize commitment to change through joint diagnosis of business

problems.
Develop a shared vision of how to organize and manage for
competitiveness.
Foster consensus for the new vision, competence to enact it, and
cohesion to move it along.
Spread revitalization to all departments without pushing it from the
top.
Institutionalize revitalization through formal policies, systems and
structures.
Monitor and adjust strategies in response to problems in the process.
Source: Beer, M., Eisenstat, R.A. and Spector, B. (1993) Why change programs dont produce change, IN
Mabey, C. and Mayon-White, B. (eds) Managing Change, London, P.C.P.

KOTTERS THEORY OF CHANGE

POSSIBLE WAYS OF DEALING WITH RESISTANCE

(KOTTER & SCHLESINGER)

1.
2.
3.
4.
5.
6.

Education & communication

Participation & involvement
Facilitation & support
Negotiation & agreement
Manipulation & co-optation
Explicit and implicit coercion

Case Study:
Rappi

CASE DESCRIPTION

Colombian SME digital app company

Working towards establishing international contacts selling their

reputation based delivery services to international suppliers.
Sales based comission
They deliver, distribute and promote for restaurants, shops and minimarkets.
Growing a successful following due to low cost and customer
centered business focus based on reputation currency.
No clear mission, vision or values.

CONSULTANT INTERVENTION
DISCOVERIES

Task 1
1.

Create a Consultant Intervention Plan for Rappi using the models and
previous learnt knowledge.

GROUP EXERCISE. CONSULTANT

INTERVENTION

1.What issues/risks do you believe need to be addressed & managed?

2.What actions would you take to address/manage these?

PREFERRED CORPORATE CULTURE

1.

Propose a new or realigned corporate culture.

2.

Identify values, mission and vision of company.