A healthy, vibrant company culture never happens by chance

When someone speaks of company culture, it sounds as if they are suggesting sending all the employees to the opera. As nice or horrible as that might seem to you, we’re not talking about that when we use the language of “organizational culture.”

Organizational culture answers these questions:

  1. Apart from what is written or verbally dictated, what is the style of the organization and the ways in which people are expected to behave?
  2. Who is normally is seen as having clout and who is powerless?
  3. What’s cool to do and what is embarrassing?
  4. What are the set of behaviors and norms that tend to hold powerful sway?”

Delta Associates engages in the critically important process of building, changing and sustaining organizational culture. Success or failure can mean whether the organization will maintain itself as a successful organization or one that will go the way of the 8-track cassette.

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” – Jack Welch

The following are just some of the components of our cultural change program:

  • Understand how the organizational components function as pieces of the overall culture. Organizations still operate in a specific space in an expensive office building, but technology makes it possible that skyscrapers can be abandoned and most people can work with a laptop from their kitchen tables. What are the unseen implications?
  • Creating the bridge from past to present. We predict that over the next few years, contract employees will exceed the numbers of regular employees. How will the organization function in this new world? The answer will lie in occasionally bringing everyone together for what feels like a traditional meeting. The future must look a great deal like the past in order for cultural change to be successful.
  • Making new culture seem cool and rewarded. Years ago, wearing torn jeans signified someone who lived in marginal circumstances. Today, it costs extra to buy the ragged ones because they’re cool. Early adopters with group popularity must be identified, convinced and rewarded.
  • The new culture must be carefully communicated. Radical changes that severely impact the deepest cultural aspects of an organization are implemented with little more thought than, “They’ll get over it.” And “they” will get over it, but even the most cynical must ask, “At what price to the organization?” One of the keys to cultural change is skillful communication. The impact of cultural change can be lessened greatly by getting out in front of the change in advance.

Contact us at 512 -498-9780 or jspeer@delta-associates.com to discuss strategies for building and sustaining an organizational culture that attracts the best, keeps them engaged and on-board and deploys them productively.