When implementing a large change or "transformation" in a corporation, you can never be attentive enough to the cultural change and the factors required to to make that shift successful. The larger the corporation, the more attention and vigilance is required. In fact, when just the thought of transformation is entertained, addressing the culture needs to be central to that conversation. Why? The people ARE the company. Without their buy-in and action, nothing happens. Well, certainly a lot of money can be spent, and nods and lip service, but then in 3 months, 6 months, 12 months, it's back to business-as-usual. Think, turning a barge around in a narrow straight vs a speed boat. Yes. It's that hard.
What's interesting is that part of the problem is the very structure of a typical business organization doesn't typically account for successfully shepherding organizational change, so it falls through the cracks. HR manages the hiring, laying off and employee administrative support. But HR doesn't tend to be engaged with the machinations of how people work, or dynamics beyond anything egregious. Technology is often the center of the change - think ERP changes, new production methodologies, new tools - but technology divisions tend to be focused on technology of course, not culture. And while some technology transformations are quite successful within IT, bringing the rest of the company along typically doesn't happen (again, it's an afterthought, if at all), so there is a rift in how things are done, and the culture gap grows. The same goes for when change is initiated in any department. Product may decide to change their process and then message their changes through a series of emails or meetings. But buy-in? Grumble, grumble... it's hard to come by.
The good news? Adopting change CAN happen. As I've observed people and behaviors, and researched and initiated change and motivation throughout my career and personal life, I see three key levers to succeeding: 1) Identify what Ken Blanchard coined the "WIIFM"- What's in it for me? Individuals and groups need to WANT to change, or the initiative is dead in the water. If how things are working today are fine to someone, why bother? Usually they aren't, but if they are, then you'll have to do the work to show them why life will be better. Create incentive and urgency. But be thoughtful about pulling these levers. Some organizations are constantly crying "Wolf!" and employees have learned to ignore the turnstile of top-down initiatives. 2) Call it 1-A and 1-B. we need to motivate both the heart and logic of people. Think about it in terms of losing weight. A person may need to lose fifty pounds. But if the heart motivation is, I want to lose the weight in order to be able to carry and care for my new grandchild, and the logistics are clear and simple, like: I just need to make the two simple changes of eating dinner a half hour before I normally do, and cut out sodas, suddenly success is more likely. 3) Identify short-term, big impact wins to create social proof and increase motivation. To extend the weight loss metaphor, I can be accountable with friends (peers) about my goals, and we can create a group goal. The goal may be to jog around the two mile lake perimeter with our grandchildren in strollers in six weeks. Then we celebrate the achievement together. Also, be sure to have the next goal already defined before the first is achieved. Don't let up - change takes time to set in on a core level.
There are plenty of other ways to achieve (and fail) at true change adoption. But the key takeaway here is, don't ignore the culture/people. Your employees ARE the company, so invest in them.
