Initiating a cultural transformation in companies from time to time can be essential for the adaptation of organizations in the present. This article discusses what should be considered when conducting a cultural transformation in companies in the best way possible.
What does cultural transformation in companies entail?
Or, to put it another way, what exactly is it that organizations are trying to transform? The answer is more or less simple: what is sought is to generate a new corporate culture so that the organization takes the step it needs to take now.
We’ll begin with corporate culture
As it reflects the values and principles on which the company bases its mission, the corporate culture is a way of understanding the company, experiencing the day-to-day work in it, and, of course, as a way of acting, relating and, in short, participating in the fulfillment of its mission and the achievement of its objectives.
The corporate culture can be acquired by force, and this is the minimum level of integration of these values that an employee will have: they have no choice, since from this culture, internal rules of behavior are derived within the company that are mandatory, regardless of the degree of approval they have on the part of the individual.
Best if the employee identifies themselves
The above scenario is desirable as there should be a correlation between the company’s and employee’s values. If not, the employees’ sense of belonging is weak, and their commitment to the organization’s mission is highly fragile.
Therefore, it is recommended that the corporate culture be credible and correctly explained to employees, whether it’s the methodology, processes, strategies, decisions, and actions, and, based on this coherence, can be assumed by the entire workforce.
Things to consider for cultural transformation in companies
Cultural transformation in companies involves an in-depth change process that affects an important part of corporate identity: what we are as a company, why we want to be that way, and how our corporate belief system influences society.
To achieve this as successfully as possible, some key aspects must be taken into account. Below we indicate those that we consider essential.
1. Where we are now
Every change starts uniquely, whether voluntarily or unconsciously, with discomfort, inadequacy, or aspiration for something different. In the case of organizations, the company must be fully aware of its starting point (baseline) in terms of culture and ways of approaching work at the present moment. This is the culmination of what the company has been up to in terms of its philosophy and values, and it will change from now on.
2. Why change corporate culture
As an inevitable continuation of the previous point, there is an awareness of certain needs and motivations for change or, in the case of more complex contexts, such as organizational contexts, a process of prospection of those same needs that justify cultural transformation in companies.
Therefore, companies must ask themselves why it is important to change now and what tools and processes they will implement to detect these needs and motivations.
3. What point do we want to get to
At a very schematic level, cultural transformation in companies implies going from point A to point B. To the extent that point B is not yet a reality, it is inevitable (and necessary) to deploy a series of expectations, desires, and fantasies about what the company of the future being designed will be like.
It is essential to be aware of their level of realism and coherence and avoid future frustrations caused by a lack of correspondence between what was needed and what has been achieved.
4. What needs to be done to bring about this change
As in any self-respecting project, the objective of achieving a cultural transformation in companies that is real and, above all, useful, requires action. Therefore, when designing this process, it is necessary to consider the phases it will consist of and the actions required for it: what is needed to get to point B?
5. What obstacles will appear in the process
Dreaming and wishing is fantastic, but turning them into reality is usually not easy. For this reason, cultural transformation in companies often comes up against factors that inhibit, hinder, and delay them. To a certain extent, this is normal. It is necessary to consider that the greater the importance of the change to be generated, the greater the resistance will appear.
Anticipating them as far as possible will make it easier for the company to overcome them.
6. What consequences might it have on the well-being of employees?
In the process of designing something, for example, a radical change in the corporate culture of an organization, desires and action planning can unintentionally lead to overlooking or minimizing the consequences that the actions implemented, as well as their final results, will have in the short, medium and long term on the quality of life of the people who make up the team.
Therefore, it is essential to remember that what works on paper does not always work in real life and that what is suitable for a specific corporate image or a certain level of performance is not always good for the well-being of employees.
7. Who carries it out
A process of cultural transformation in companies is likely implemented properly or coordinated by the Human Resources department, sometimes called the People department. However, managers should encourage the participation of all the people who are part of the company, at least at some stage of the process.
We hope you found this post about cultural transformation in companies interesting. If you would like more information about ifeel’s emotional well-being service for companies, simply get in touch, and we will contact your team as soon as possible.
