Corporate culture is an important success factor in companies – as a driver for the motivation and retention of employees, their performance and the attractiveness of the workplace. In addition, corporate culture can also be the decisive factor for whether change processes and innovations are successfully implemented.
In fact, neglecting corporate culture is one of the most cited reasons for the failure of restructuring and strategy processes.1 If the planned change projects are not capable of being docked onto the current corporate culture, there is a high probability that the project will not succeed.
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If market conditions change, this not only requires companies to strategically realign themselves – their own corporate culture must also accompany the change. This is the only way to ensure that change processes within the company are supported by the entire workforce and lead to success.
– Guest Professor Robert A. Sedlák
The reason for this is: According to Niklas Luhmann, the corporate culture is an undecidable decision-making premise. It significantly shapes the coordination of behavior in organizations – it basically represents the rules of the game according to which the employees act and to which new employees adapt. This includes basic convictions, naturally shared beliefs, but also ritual communication and behavior patterns.
The corporate culture cannot be changed overnight or by order. However, it is possible to influence it by means of indirect interventions. The prerequisite for this is that the corporate culture currently being lived is known and verbalized, because this is the only way the target-actual difference be worked on.
Despite the strong influence it exerts, very few organizations are aware of their culture. With the “Systemic Cultural Compass” we open the black box corporate culture and make it discussable in an effective way.
This diagnosis of corporate culture is the key to successful culture change – it provides you with an insight into why the current corporate culture in your organization is the way it is – and what needs to be changed to achieve your strategic goals and drive innovation.
If the corporate culture is known and promised, we develop a tailor-made learning architecture for your company, in which we interlink personal and organizational interventions.
All interventions and measures are accompanied in parallel by an effectiveness monitoring in order to create transparency, reflect on progress and make any adjustments early. You can also count on the support of our consultants for internal and external communication.
If you would like to measure the corporate culture in your organization or would like to learn more about us and our consulting approach, we look forward to get in touch with you. You can easily make an appointment with us.
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- Caldwell, B. (1994). Missteps, Miscues. InformationWeek, 20. Juni.
- CSC Index (1994). State of Reengineering Report (North America and Europe). Cambridge Mass.: CSC Index.
- Gross, T., Pascale, R. & Athos, A. (1993). The Reinvention Roller Coaster. Risking the Present for a Powerful Future. Harvard Business Review, Nov.-Dez., S. 97-107.
- Kotter, J. P. & Heskett, J. L. (1992). Corporate Culture and Performance. New York: Free Press.