We are currently living in a world of constant change. In reality, this is not new to businesses. What is new is the environment in which people work and their expectations within work.
Whether it’s a new technology platform, a restructuring, a shift in strategy, a deeper focus on the customer or a call for increased creativity, change is expected within a business. What’s new is these changes are now taking place against the backdrop of hybrid working and increased focus on people, leadership and culture.
The Concept Of A Resilient Culture Feels More Relevant To The World Of Work Now More Than Ever
Any organisational change is usually preceded by many new processes, a shift in corporate design, team restructure, and new technology. Often these changes are supported by an ‘’announcement’’ on the new culture via a set of values or frameworks.
But what if nothing’s changed six months later, or the full benefits are not fully recognised? For example, targets remain unmet, attrition creeps higher, and the return on the company’s investment of time and money is elusive. Everything feels as it did before, except with a large dose of scepticism and frustration.
In truth, this is often the reality. Because it’s people and their habits, thinking and behaviour that are the catalysts for any change. What people do every day, how they lead, what conversations they have or don’t have, how differences in opinions and experience are explicitly included or not, what gets tolerated and what doesn’t – it all makes up company culture. And company culture determines how successful change is or is not. Or how long it takes to realise the benefit of change and grow the bottom line.
The concept of a resilient culture feels more relevant to the world of work now more than ever because the context has changed. We are experiencing multi-generational workplaces, changing attitudes toward hierarchy, and the recent exponential increase in remote working. All of the above means increased opportunities – and challenges – for HR and business leaders.
Company Culture And Employee Behaviour Are At The Core Of Successful Business Growth And Change
Against the backdrop of change, uncertainty and high pressure, the collective behaviours of an organisation can mean the difference between growth and change or stagnation for a business.
At the heart of any change is the desire to do something different with a realised benefit. Success often depends on persuading numerous groups and individuals to change the way they work. A transformation people will accept if they have the support and training to think differently about the change, their peers, themselves and their jobs.
In a world that is changing rapidly, businesses that thrive will be the ones that recognise and harness the power of their culture. One where your teams have enhanced engagement, achieved higher levels of wellbeing and have behaviours that dramatically improve the effectiveness of everyone.
Culture by design is created and built with intent and purpose. It requires attention, leadership and ownership by everyone. Leaders need to identify and make time for sustainable culture change to achieve their ambitions.
Any change programme always begins with a catalyst – internal or external.
For example: An organisation beginning a large-scale change programme to become a new function, with a new purpose, operating model, a mix of significantly altered and completely new job roles, and a new software system.
Previously, any change programme to address this sort of thing might have included adding innovation or creativity to the values and perhaps a communications campaign to convey this change to the workforce.
Why Other Programmes Fail
Here’s the truth: learners don’t need more information on what to do or why they should do it. They’re already inundated with expectations, strategies, and frameworks. What they need is clear, actionable skills on how to do something differently and how to do it in a way that leads to lasting change.
For example, imagine an employee going through a leadership development programme. They might learn all about emotional intelligence, situational leadership, or conflict resolution techniques. They may even have some great conversations about those topics. But unless the programme offers them the chance to practice these skills in real-world scenarios, complete with feedback, reinforcement, and the opportunity to apply their learning when it matters most, they’re unlikely to translate that knowledge into actual leadership behaviour on the job.
In the end, good L&D is not just about knowledge transfer; it’s about habit formation. It’s about making new behaviours second nature through repeated practice, real-world application, and support. That’s what will create change. That’s what will make your investment in learning pay off.
There are several reasons why this (well-intentioned) programme is likely to fail:
- Change and transition are two different things.
Change is external; it’s something that happens in an environment.
Transition is internal; it’s the psychological response to change – how you think about, engage and respond to change.
Are your people ready and supported to transition?
2. Failing to get buy-in from senior leaders.
Successful change starts with the C-Suite championing the behaviour and skills across the entire company.
They need to know how investing in culture programmes adds value to them and the bottom line.
Without it, why would they buy into it?
3. Knowledge is different to action.
Knowing what needs to change and why it needs to happen is not the same as knowing how.
Focusing only on the why and what will only support a culture of knowledge and minimal communication without the ability required to turn it into action.
4. Traditional approaches fail.
Quick, cost-efficient solutions don’t produce the desired results:
- Team away days
- Employee incentive programmes
- Apps
- Online resource bank
- Self-learning
- Mental health first aid
- Mini workshops
- 1/2 day training sessions
- Employee engagement surveys
Here Are Five Ways To Ensure Success…
1. People need more than a vision. They need a vision connected by purpose and values
Painting a picture of the future and continuously communicating it will only take a company so far. There is a real need to define, develop and embed a sense of purpose and the right behaviours to change organisational culture. A crystal clear and compelling purpose is the glue that binds individuals together. Everyone needs a purpose to believe in.
Discussing as teams the purpose, vision & values creates certainty, gives people a sense of control and makes everyone feel valued and understood. The basis of any great culture.
