Transforming Culture: The Road to Reinvention and Renewal

Transforming Culture

This article is on the basis of my experiences in “Transforming Culture” while driving agile transformations in this digital era.

It’s practically hard to keep secrets in the internet age. Things that firms could get away with a generation ago in terms of their substance not matching their public image are no longer acceptable. A single public relations error can go viral in seconds, and if a company’s values don’t match those it promotes, you can bet someone will find out and tell the world.

Corporate culture must be in line with the organization’s goals and visions, not just lip service. It necessitates a grasp of the world and an organization’s place in it, as well as the ability to adapt as needed to be relevant. However, unlike a clothing code, cultural reform cannot be ordered and implemented. It requires commitment from everyone in the organisation, from the mailroom to the C-suite.

Transforming Culture: The road to Reinvention
Transforming Culture: The road to Reinvention

Image Credit: Photo by Gemma Chua-Tran on Unsplash

Renewal and Reinvention Take Heartfelt Effort

While the concept of “fake it till you make it” has some merit, cultural reinvention and renewal cannot be faked. True change necessitates a true commitment, and those who aren’t passionate about their work will have a harder time taking cultural change seriously. Are your employees enthusiastic about their work? Are they focused, confident, and enthusiastic about their work? If this is the case, organisational culture reinvention is more likely to gain traction and achieve excellent results. Otherwise, reinvention may be seen as just another fleeting “management fad” that no one takes seriously.

People with a strong sense of purpose are up to the task

When your team is made up of passionate people who are centred and engaged in what they do and believe in the value of what they do, they’re prepared to face the challenges that come with true cultural transformation as long as they know their enthusiasm and passion will be valued equally once the transformation is complete. People who aren’t engaged, who are only going through the motions of their jobs, are unlikely to be affected by cultural change. They may ask why they should bother when they can keep doing what they’re doing while management brags about how quickly they caught on to the latest fad. It’s a surefire way to breed scepticism and chaos.

Outstanding leaders want their entire team to be enthralled by their work.

Not only do the finest leaders desire team members who do their work well, but they also want team members who are truly passionate about what they do. And enthused team members are those who understand that their leaders cherish them and that they aren’t just cogs in a big machine. Leaders who want their employees to have genuine excitement must have genuine enthusiasm themselves, and they must demonstrate over time that their employees’ passion and enthusiasm are valued and rewarded. Even the most powerful leader will never be able to “order” his or her team to be enthusiastic. It must originate from within.

Be patient; it takes time for things to change.

Transforming Culture, unlike other changes that companies might undertake to modify their business’s direction, is a long-term development.

It will take some time.

Don’t expect your company’s culture to change quickly. Instead, devise a strategy for achieving that transformation within a reasonable timeline. It’s critical to involve everyone on your team, from your CEO to your newest hire, in your company’s way of transforming culture if you want it to succeed. And the only way to know if your efforts are successful or if you need to reconsider how you’ve opted to approach transforming culture change in your firm is to track progress.

A final thought

Any company’s cultural shift is a lengthy process. However, it has the potential to have a significant impact on your company’s future. It’s worth the work, and it’ll show in your employee happiness and productivity metrics for years to come.

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About Srinivas Saripalli 47 Articles
Hi! I'm Srinivas Saripalli. For over eighteen years I've been building high-performing software development teams and organizations through the use of agile and Scrum. I've worked with startups and some of the largest organizations in the world. To find answers to specific questions about Scrum and agile, scaling agile, agile transformation and leadership coaching browse my blog. I am an Executive Leadership Coach handling select clients in the are of Agile & cultural Transformation. I am a Certified Scrum Professional, a seasoned strategist in executions of Coaching Agile Transformations. I am also a SAFe Program Consultant. I have also held positions of process quality consultant in CMMI and ISO doing harmonising process operations for customers, including the implementation of quality programmes in Hi-tech, Retail, Media, and Publishing.

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