Corporate Culture Transformation
Organizational attractivity for customers, employees and investors no longer rests on its financial capacity alone. “Cultural Capital” is becoming the new frontier of global success, because it defines the inherent long-term capability of an organization to build and sustain high performance, attract and retain talented people, and build resilience and adaptive capacity. These cultures consider the needs of all stakeholders as vital.
Because of its importance for attractivity and as a leading indicator for performance and financial measures the development of a desired Corporate Culture becomes more and more a core element in modern leadership.
We follow the integral approach, in the process of culture transformation.
Organizations don’t transform – people do. Organizational culture transformation therefore begins with personal transformation of its senior leaders. Their role model behavior for the desired culture is the single most important success factor. Second we focus on the development of the desired culture elements and third on their implementation in the organizational structures, processes and practices. To manage cultural transformation, organizations must be able to measure it. We use the CTT model from R. Barrett
This three phase “Integral Transformation” approach combines elements from global executive coaching, executive team coaching and facilitation of transformational workshops, with elements about culture definition, measurement, structural and global alignment. Parallel work in different locations around the world in Phase 3 (implementation) becomes an important success factor.
A typical three-phase “Integral Transformation” approach takes 18 to 30 months. The facilitation takes place in English or German. Several coaches, facilitators, trainers and consultants from different global locations can be involved.
"All is connected … no one thing can change by itself."