This paper aims to present a case study focused on developing a change-ready culture within a large organization.
This paper is based on personal experiences gleaned while driving an organization-wide culture change program throughout a major financial advisory firm.
This paper details over a dozen key lessons learned while transforming the HR department from a fragmented, ineffective, reclusive and disrespected department into one that was competent, knowledgeable, enabling and a leader of change.
Drawing on the real-world culture change intervention detailed here, including results and lessons learned, other organizations can apply similar approaches in their own organizations – hopefully to similar effect.
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