Driving Corporate Culture for Business Success

Work Study

ISSN: 0043-8022

Article publication date: 1 July 2000




(2000), "Driving Corporate Culture for Business Success", Work Study, Vol. 49 No. 4. https://doi.org/10.1108/ws.2000.07949dae.004



Emerald Group Publishing Limited

Copyright © 2000, MCB UP Limited

Driving Corporate Culture for Business Success

Business Intelligence£695

Keywords Organizational culture, Success, Organizational change

Despite a huge investment in time and resources, many major business improvement initiatives fail to deliver lasting business success. One of the reasons is that the underlying culture is rarely addressed. Culture is often seen as something that can be dealt with after the change effort, or something that will evolve and change naturally around new structures and new business processes or ways of working. It is not and will not.

This report sets out the issues around culture change - starting with the identification of the cultural challenge involved. It then draws on the experiences of companies that have been through a cultural transformation to arrive at what is in effect a template for building an adaptive, dynamic corporate culture.

There are case studies from organisations such as continental Airlines, Superdrug, and BT Northern Ireland. For example, you can find out how continental's "Go Forward" plan transformed the company from near bankruptcy to a consistently profitable airline in an ever-more-competitive marketplace.

The major steps involved in culture change are covered - from gaining the commitment of the senior team (by aligning culture change with strategic objectives) through the use of vision and value statements, to gaining buy-in at all levels, to using supportive systems. Throughout shines the message of communicate! communicate! communicate! and the report includes advice on establishing a communications strategy.

In addition to the print version, this report is available on a fully-searchable CD-ROM. See www.business-intelligence.co.uk.

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