Digital transformation and cultural change go hand in hand. We know that, since 2020 and as a result of COVID, companies were forced to change and embark on transformation processes that they would never have imagined. From there emerged big winners and losers. Situational winners that they thought would never end, such as online shopping platforms and also virtual meetings like Zoom.
Once we have overcome the challenge of surviving the lack of certainty, we are all in the process of readjustment. In this process, companies that transformed digitally and forgot to provide cultural support were exposed as the organizational climate declined.
Also, those who had a comfortable budget faced cultural transformation projects. Some happily successful and others, in my eyes, failed. How do I know they failed? Because when they did climate pulses and evaluated the development of the people, the numbers were negative.
When companies tell me these experiences and ask for advice, I ask myself, why did they move forward in this way?
How is the scope of a culture project defined? Why does it happen that cultural transformation projects, in many cases, fail? First and most importantly, you do NOT have to do pharaonic projects to achieve a cultural transformation. The pharaonic confuses, bothers and has no grounding. Most likely it will fail.
Things that YEAH It is necessary to take into account when facing a cultural transformation so that the project is 100% successful, regardless of the size of the company:
1.The leadership of the organization has to be and show itself 100% committed to the project and the objectives. Without this, any culture project in an organization almost always fails. Because? Because the language that is spoken and the customs that are generated have everything to do with how the top management of an organization appears and behaves.
2.The cultural transformation project must be sponsored and be driven by company leadership, the CEO and all his direct reports. They are the first ones who have to show themselves differently, interact differently and be open to leaving their comfort zones. They must set an example of what has to be achieved within the organization.
3.The project yes or yes must be agile, and this is fundamental. In an era of agility, it is unusual for cultural transformation projects to be long, stagnant and not very dynamic. That is precisely what we sought to eradicate in digital.
4.The project must respond to an amount of up to five concrete initiatives and high impact. Once this stage is completed, and only there, review what the initial objectives were and analyze how far we have reached. At that moment, generate a new project to deepen areas of pain.
It is totally impossible to put together a long project for several years. The world is dynamic, contexts, people and businesses change rapidly. If you generate a long-term project it will not make sense at the end of the road.
Seeing these types of culture projects makes me remember the ’90s when systems projects were very long and clients complained and said “by the time they implement it, it is already obsolete.” Why then, if agility is sought in digital, are cultural projects carried out that do not also accompany that dynamic?
5I focus on defining five initiatives because, if there are more, they are already lost, The human brain does not have the capacity to make habit changes easily. It is a process. If five high-impact initiatives are defined, it will be easier to carry them out successfully.. Then you can build on that. With strong foundations you can build a skyscraper.
6.Remember that any transformation process has NO end. Companies, people and the entire world are in constant transformation. We grow, change, adapt and evolve. You don’t have to be afraid of change.
7.Make sure that the people in the organization feel cared for. This is essential. There is going to be a very high percentage that is going to embrace the change because it is something they were looking for. Others will try to accommodate. But, there will be a percentage that will cost you the concepts of change, upskilling and reskilling. Perhaps they are not prepared either technically or emotionally for that change. A great point of pain arises here because behind each collaborator there is a family. Hopefully people are not just files in a Personnel Administration office. So, how to navigate the new path with people who are not prepared? It can happen at all levels, directors with more than 30 years in the company who are not prepared for a flat, transparent and collaborative structure. Or also a collaborator who has been an Accounting Analyst for 20 years who longs for the old days.
8.In all these situations, the advice I always give is take all people into accounts. Additionally, how organizational leadership treats those who may not be able to be part of the new culture sends a very strong message to the rest of the organization.
9.Every cultural change has to be something simple to explain with a coherent grounding. The project, its stages, the interaction of people, the time allocated by each collaborator, the interventions of Consultants and Human Resources of the company must be concrete, punctual, high-impact actions that leave implementable actions that encourage changes in habits. .
10.Be close to people at all times to know how they are, how they are going through the change and support them at all times. Keep the organization informed about progress to mitigate doubts and fears that may arise.
In short, a successful cultural transformation involves total leadership commitment, demonstrating palpable changes. Agility is essential, focusing on concrete, high-impact initiatives. The process has no end; It is a constant adaptation. Caring for people is paramount, addressing resistance and providing ongoing support. Clear communication and support are key to a smooth transition. The simplicity in the explanation and concrete actions facilitate the implementation of new habits. Staying close to people, understanding their experiences and communicating progress are essential practices.
Ultimately, building a strong culture involves constant evolution, embracing change, and creating a supportive environment where everyone thrives.
Sandra Olive is Managing Partner at Backer & Partners, specialized in executive search for Senior Management and Culture and Leadership Consulting
by Sandra Olive
