Culture Change Programme Overview
Senior leaders often create culture by their presence and authority and this culture sets the pattern and tone for all those who lead, whether formally or informally, within an organisation. Many business leaders confirm the belief that a strong organisational culture is critical to success. Yet like a wet soap bar in a bathtub, the thing we label as culture, whether it pertains to a team, a business unit or a whole organisation, can be elusive, always slipping just out of reach every time we try to grasp it.
Cultivating culture by its nature requires change and change is difficult. John Kotter’s original research in 1995 (John Kotter, “Leading Change: Why transformation efforts fail,” Harvard Business Review, March–April 1995) indicated only 30 per cent of initiatives succeed and that number has changed little to this day. Most failure is attributed to the human issues of employee resistance and leader behaviour that work against accomplishing the intended change.
Culture Change Programme Overview
Senior leaders often create culture by their presence and authority and this culture sets the pattern and tone for all those who lead, whether formally or informally, within an organisation. Many business leaders confirm the belief that a strong organisational culture is critical to success. Yet like a wet soap bar in a bathtub, the thing we label as culture, whether it pertains to a team, a business unit or a whole organisation, can be elusive, always slipping just out of reach every time we try to grasp it.
Cultivating culture by its nature requires change and change is difficult. John Kotter’s original research in 1995 indicated only 30 per cent of initiatives succeed and that number has changed little to this day. Most failure is attributed to the human issues of employee resistance and leader behaviour that work against accomplishing the intended change.
How will Culture Change Programmes help you?
Our programme supports the shaping of organisation’s culture by weaving the development of all people into the fabric of the conversations within a team, a business unit or a whole organisation in their daily operations. It offers human-centred approach to shaping workplace cultures designed to support human flourishing.
Typical Business Challenge
Traditional approaches to developing culture possess several important shortcomings, most particularly in the tools used to try to measure culture and the complex human issues that are not sufficiently addressed.
Measurement Tools
The tools available for measuring an organisation’s culture—namely employee surveys and questionnaires—have significant shortcomings. Employee self-reports are often unreliable. The values and beliefs that people say are important to them, for example, are often not reflected in how they actually behave.
Human Issues
We were already living in a faster, flatter and more interconnected world before the COVID pandemic caused most businesses to reappraise their strategy and operating models. As the business environment continues to increase in complexity, organisations are beginning the process of emerging into a post-pandemic world.
Our programme supports the shaping of organisation’s culture by weaving the development of all people into the fabric of the conversations within a team, a business unit or a whole organisation in their daily operations. It offers human-centred approach to shaping workplace cultures designed to support human flourishing.
How will Culture Change Programmes help you?
Typical Business Challenge
Traditional approaches to developing culture possess several important shortcomings, most particularly in the tools used to try to measure culture and the complex human issues that are not sufficiently addressed.
Measurement Tools
The tools available for measuring an organisation’s culture—namely employee surveys and questionnaires—have significant shortcomings. Employee self-reports are often unreliable. The values and beliefs that people say are important to them, for example, are often not reflected in how they actually behave.
Human Issues
We were already living in a faster, flatter and more interconnected world before the COVID pandemic caused most businesses to reappraise their strategy and operating models. As the business environment continues to increase in complexity, organisations are beginning the process of emerging into a post-pandemic world.
Why B2E?
B2E Consulting has a wealth of Development & Coaching expertise gained over many years of working with Blue Chip companies on important human transformational and developmental programmes.
Our consultants have experience right across the talent management spectrum, from talent identification, high potential leadership coaching, career development, psychometrics, facilitation, assessment centre design and delivery to performance management, 1-2-1 feedback (180 and 360), and high potential (graduate) programmes.
B2E Consulting’s core capability is the implementation of complex change programmes. We know how to build a shared understanding of the strategic direction across the business, and how to design and manage programmes to deliver on that strategy.
Service Offerings at B2E Consulting are supported by our community of over 20,000 high calibre, expert consultants, many with Development & Coaching experience.
Our scale means that we are able to build teams of genuine experts, usually with more than 10 years relevant experience, to help support client initiatives and ensure we fully understand the client’s goals, content and context. We partner closely with the client to ensure we deliver quality solutions and value for money.
Service Offerings at B2E Consulting are supported by our community of over 20,000 high calibre, expert consultants, usually with more than 10 years of relevant Culture Change experience, ensuring we fully understand a client’s goals, content and context.
We usually expect to partner with a client to develop a programme of culture change that will be truly effective, whilst leveraging our unique business model to ensure quality and value for money.
Working with B2E’s Culture Change Programme Principal
Paul Crick is a management consultant, accredited leadership coach, educator, facilitator and trainer with over 20 years experience. working around the world with Fortune 500 and Times 250 corporations, public sector institutions and voluntary organisations for PriceWaterhouseCoopers, CapGemini and IBM.
He specialises in enabling leaders and teams to expand their inner character and capacity and enables them to develop the momentum and progress needed to accomplish the desired business transformation in a wide variety of contexts.
He achieves this by using a unique blend of proven tools and skills combined with extensive experience leading complex change in demanding and dynamic business environments across consumer goods, retail, financial services, media and entertainment and public sector organisations.
Paul brings a new perspective to the organisation culture conversation. He has a gift for deep listening and upbeat facilitation, and has an ability to draw out the things that need to be said. Clients feel reassured in his presence and safe in speaking their truth.
He holds an MBA from Henley Business School, a BSc in Management Sciences from University of Manchester and is a seasoned, accredited coach with certifications spanning leadership development, psychology and psychotherapy.
