Re-evaluate the company’s purpose (100 days evaluate, 100 + 100 days execute) Building on the measures of the first 100 days measuring Health, safety and motivation of the teams during the crisis
Measure corporate culture and adjust it to value propositions. There are different measurement methodologies and differences must be established against what the company wants to deliver to its customers in the immediate future
Redefine company values and behaviors. Not only is it enough to define values, but they must be translated into processes and rituals that employees convert into habits
Execute cultural change in the second 100 days based on the changes of processes and rituals (ways of working) of the first 100 days. In a first phase, new processes are defined and executed. In a second they become a new way of “doing” in the company
Culture is changed through processes, rituals and symbols, not through Power Points. (Ex: meeting format, non-hierarchical reports, tools, hiring and firing, etc)
DO NOT break the current culture, there must always be a common thread. It’s easy to fall into the temptation of radical change, but they don’t work. Cultures are not really replacing each other but rather new layers are built on top of old ones. The links between the “new” and the “old” are the key to success. And this translates into a maintenance of certain non-optimal but critical processes in the story of what a company means for employees and customers.
Measure corporate culture and adjust it to value propositions. There are different measurement methodologies and differences must be established against what the company wants to deliver to its customers in the immediate future Redefine company values and behaviors. Not only is it enough to define values, but they must be translated into processes and rituals that employees convert into habits Execute cultural change in the second 100 days based on the changes of processes and rituals (ways of working) of the first 100 days. In a first phase, new processes are defined and executed. In a second they become a new way of “doing” in the company Culture is changed through processes, rituals and symbols, not through Power Points. (Ex: meeting format, non-hierarchical reports, tools, hiring and firing, etc) DO NOT break the current culture, there must always be a common thread. It’s easy to fall into the temptation of radical change, but they don’t work. Cultures are not really replacing each other but rather new layers are built on top of old ones. The links between the “new” and the “old” are the key to success. And this translates into a maintenance of certain non-optimal but critical processes in the story of what a company means for employees and customers.
How we can help you in the short term
From MIGRATION and with our 10 years of experience in digital transformation we can help you solve these challenges:
Optimize operations through digital transformation.
Develop organizations and talent for the digital age.
Design and launch relevant value propositions for customers.
Manage innovation or transformation projects.
Detect and integrate external innovations.
Build a digital culture. Through our Consulting, Solutions or Counseling services.
