“It must be considered that there is nothing more difficult to carry out nor more doubtful of success nor more difficult to handle than to initiate a new order of things.” Machiavelli 1446 - 1507
In a time where “talent” is being reported as being “hard to find” or becoming “scarce” through increased global and local competition, the ability of an organisation to build and grow a culture that attracts and retains talented people is rapidly emerging as the most important criterion for long term sustainability and financial success.
Organisations around the world are increasingly focusing on building their cultural capital through a focus on Employee Fulfilment, Customer Care, and Leadership Development whilst using the traditional drivers identified by Kaplan and Norton’s Balanced Scorecard.
• Finance Acuity including cost reduction, financial stability, profit etc
• Organisational Fitness – productivity, efficiency, accountability etc
• Client Relationships - including Customer Satisfaction, Customer Collaboration, Client Focus etc
• Organisational Evolution – including research and development of new services or products
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And since the publishing of the book “From Good to Great” by Jim Collins two new drivers are being added to scorecards.
• Cultural Focus – that reviews and encompasses values and behaviours that have an impact on the cultural organisation such as honesty, open communication, trust, ethical behaviour etc.
• Societal Contribution – that involves creating a stance on the way that the organisation relates to its wider community in areas including environmental awareness and action, community involvement, human rights etc in a way that moves beyond the basic PR spin process.
Each organisation in its life cycle needs its own journey. Through wide ranging global and local research and experience, tools and processes our team assist leaders and their teams along their own chosen path.
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cultural transformation
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