To change an organization’s culture, working on employees’ beliefs is indispensable. It starts with a cultural diagnosis !
Acting on the beliefs that reign within an organization is the key to change.
A company’s performance depends on its ability to adapt to the changing needs of its clients and employees—which requires knowing how to bring about change in the company culture. in mind that change cannot occur without a precise cultural diagnosis. Without a cultural diagnosis, it is impossible to create change in an organizational culture that is tangled up in its own habits. After all, culture is made up of beliefs drawn from past experiences, which can become an obstacle when the context requires change. The challenge is to act on the fundementals of the culture (beliefs)—and not its expression (behaviors).
Proclaimed value : collaboration. Blocking belief: the best do not need help
Cultural Agility: At the Heart of Competitiveness
A culture that is strong but out of touch with its environment cannot be a source of performance. In order to create value, it must be aligned with its context. Adaptation is necessary to turn your culture into a magnet that attracts talent, clients, and capital.
Exemple : The Vicious Cycle of a Blocking Belief
• Belief: “In life you can’t count on anyone but yourself”
• Behavior: « Tendency to control everything»
• Outcome: « Employee disengagement»
Working on Beliefs : the Key to Change
Being agile means knowing how to change company culture. While values represent the company’s strategic vision, beliefs—as the drivers of daily action—sometimes prove to be serious obstacles if not properly diagnosed.
Upon completion of the cultural diagnosis, which aims to identify and deconstruct blocking beliefs, a new culture can be put into place. This constitutes the remaining 20 percent of the work and follows specific steps. How can you mobilize leaders, get key actors doing what they need to be doing, cre- ate appropriate tools, and promote good results?
GRdF: an Ongoing Change
In 2007, GrDF had the challenge of transforming itself following market deregulation.
But the company, under the leadership of Laurence Hézard, had to face the facts: the internal belief that “only the experts know” was a total obstacle to making the changes required by the market. Collaboration and experience were the key words for its transformation.
Read our dossier
Identifying Beliefs That Get in the Way of Change
Business Digest no. 213, February 2011.
In collaboration with Laurent Saussereau, CEO of the alternative consulting firm Yuman, and with material from the company, and with the interviews with Joyce Yap, HR director for Société Générale Asia Pacific, and with Laurence Hézard, CEO of GrDF, January 2011.