How to achieve organisational culture change in your firm

Organisational culture is probably the single most influencing factor in the achievement of business results. Years of practical experience in people and culture management, combined with academic research, prove that the way to change the game is to ‘change the culture’.

Yet there are many arguments against the conscious effort to change the culture. Culture transformation is hard but highly achievable when the skill set is right!

The big question, then, how do we go about it?

Cultural transformation involves fundamentally changing beliefs, values, and behaviours within an organisation to align with (new) organisational aspirations and goals.

The first step in this transformative journey is recognising the need for change. This acknowledgment can arise from various factors, such as outdated practices, stagnant growth, or increased competition.

Assessing the current culture through surveys, interviews, or workshops can help identify areas needing improvement. Signs like low employee morale, high turnover rates, or resistance to new initiatives and dwindling business performance often indicate that a cultural shift is necessary.

Understanding these signals allows organisations to take proactive steps toward creating a more positive and productive environment.

In any cultural transformation effort, leadership plays a crucial role. Leaders must not only endorse the changes but also embody the desired behaviours themselves.

Their commitment sets the tone for the entire organisation and inspires employees to follow suit. When leaders actively demonstrate the values and behaviours they wish to instill, it fosters trust and credibility among employees.

There are many models on how to implement cultural transformation. In the academic world, one recognises Kurt Lewins, 3 step process (Unfreeze, change, Refreeze), Kotter’s 8 step process, Heracleous 5 steps etc.

While these models are all important to master and are and somewhat related, when it comes to implementing lasting culture change on the ground, ‘Simplicity is Key’.

Where to start

It must start with a recognition of the need for change. Why do we need to change? Why is it so critical? Why must the change happen now and not later? What will happen if we do nothing? What is really at stake? In other words, what is the burning platform?

Once the need for change is recognised and leadership support is secured, developing a clear vision for the desired culture becomes vital.

This vision should outline key values and behaviours that need to be embraced across all levels of the organisation. Involving stakeholders in this process ensures alignment and buy-in; when employees feel they have a stake in shaping the culture, they are more likely to engage with it positively.

After establishing this vision, organisations can create a roadmap for implementation that includes measurable goals and milestones to track progress.

Organisations must target behaviours that align with their new culture. For example, if transitioning from a hierarchical structure to one that emphasises collaboration, fostering teamwork and engagement becomes essential.

Integrating these desired behaviours into performance management systems helps reinforce their importance and measure progress effectively.

Measuring progress

Measuring progress throughout this transformation process is crucial for sustainability. Organisations should track key performance indicators related to cultural change while celebrating short-term wins along the way.

Recognising achievements fosters a sense of belonging among employees; when individuals see their efforts acknowledged and celebrated, they are more likely to remain committed to their work and strive for excellence.

As the wave of change is felt in the air, certain elements are important to note. These include promoting inclusivity and diversity within the workforce as it brings varied perspectives that can enhance creativity and problem-solving capabilities.

The organisation must prioritise inclusivity at all levels, implementing inclusive hiring practices, providing ongoing diversity training, and creating spaces for open dialogue about diversity-related issues.

Work-life integration

In an age where mental health issues are getting increasingly prevalent, prioritising work-life integration is essential for transforming company culture.

Organisations should encourage flexible work arrangements that respect personal time and commitments. In this way, colleagues feel supported in managing their personal lives hence more likely to be engaged and be supportive of cultural transformation and any other company led initiatives.

Organisations must prioritise clear and continuous communication through the process, so every team member understands their individual role in the transformation’s success and how their work contributes to larger organisational results.

Cultural transformation is not merely an option; it’s a strategic necessity for organisations aiming for long-term success in today’s competitive corporate world.

By recognising the need for change, engaging leadership support, developing clear strategies, focusing on behavioral shifts, fostering inclusivity, measuring progress, and embedding culture into systems, organisations can create vibrant cultures that attract top talent while retaining existing employees.

The time for transformation is now; embracing these principles will create workplaces where employees feel valued, motivated, and empowered to contribute meaningfully to organisational goals.

Together, we can build thriving communities within our workplaces that benefit everyone involved—organisation as a whole—ultimately driving sustainable success for years to come.

Dr Fred Nyawade, PhD | Head of People and Culture at Siginon Group and an author on Organizational Performance, Innovation, Culture, Leadership.