Culture Mapping
April 2, 2017
This website gives information about mapping your culture. The culture map allows you to have a conversation about three key elements: outcomes, behaviors, enablers and blockers. Scroll down and click for multiple articles on culture mapping, its history, best practices, and concrete tips.
Are you struggling to break down organizational silos, increase creativity, engagement and collaboration? Do you feel like the people in your company are resisting change? Is your company’s culture holding you back?
One of the most difficult — yet most important — aspects of any business transformation is culture change. Culture can be a company’s best friend, but when volatility in the business environment requires change, culture can be the biggest obstacle.
In most large-scale organizational change projects, culture is the “elephant in the room.” It is not only undiscussed, it is undiscussable, at least in any serious, meaningful way. And yet it is the biggest threat to any major change.
Peter Drucker famously said “Culture eats strategy for breakfast.” Nobody denies the critical importance of culture to a company’s success. And yet, although everyone agrees that culture is of vital importance, culture still seems fuzzy, vague and difficult to grasp. Culture change initiatives are often well-meaning, but end up as a series of feel-good exercises. They create a feeling that progress is being made, but ultimately fail to deliver results.
Click here to see more on culture mapping.
Culture: the elephant in the room
Are you struggling to break down organizational silos, increase creativity, engagement and collaboration? Do you feel like the people in your company are resisting change? Is your company’s culture holding you back?One of the most difficult — yet most important — aspects of any business transformation is culture change. Culture can be a company’s best friend, but when volatility in the business environment requires change, culture can be the biggest obstacle.
In most large-scale organizational change projects, culture is the “elephant in the room.” It is not only undiscussed, it is undiscussable, at least in any serious, meaningful way. And yet it is the biggest threat to any major change.
Peter Drucker famously said “Culture eats strategy for breakfast.” Nobody denies the critical importance of culture to a company’s success. And yet, although everyone agrees that culture is of vital importance, culture still seems fuzzy, vague and difficult to grasp. Culture change initiatives are often well-meaning, but end up as a series of feel-good exercises. They create a feeling that progress is being made, but ultimately fail to deliver results.
The Culture Map
Click here to see more on culture mapping.
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