Implementing and driving culture change: tools and frameworks

Executive Summary

1.     A crucial element of rolling-out a new cultural model is to unfreeze the existing culture and 'refreeze' the new. Measurement, rewards and incentives play a critical role in the 'refreezing' process.

2.     According to Business Intelligence's Culture Change Research, it is vitally important to involve the whole employee-base in implementing the new cultural model. This is the most effective way to gain buy-in and ownership of the culture change effort.

3.     Some organizations find it beneficial to pilot a culture change programme prior to full company-wide roll-out. This can be a powerful way of showing the efficacy of the change programme.

4.     Cultural change agents and facilitators play a vital role in embedding culture change deep inside an organization.

5.     Altering an organization's measurement system is central to effecting lasting cultural change. Indeed as one adviser comments, "measures drive behaviour and behaviour creates culture".

6.     Many organizations are using strategic implementation frameworks such as the EFQM Business Excellence Model and the Balanced Scorecard to align individual performance and behaviour with cultural and strategic goals.

7.     Case studies on BT Northern Ireland and Siemens KWU and case reports on Transco, Anglian Water Services, Siemens Nixdorf Information Systems and Whirlpool Europe demonstrate best practice.

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