Professional Documents
Culture Documents
Transforming Your Organization: White Paper
Transforming Your Organization: White Paper
Contents
Contrary to Coventional Wisdom, Cultures Can Be Transformed
Why Transform?
11
A Move to Interdependence
13
14
Contrary to
Conventional
Wisdom, Cultures
Can Be Transformed
Senior leadership teams can and do evolve
new mindsets. Individuals, teams, and entire
organizations adapt, grow, and prepare for
future challenges. They learn to change what
they do and how they do it. As a result, they
have grown bigger minds for solving
bigger problems.
Organizations seeking to adapt during
turbulent timeslike nowcannot force
change through purely technical approaches
such as restructuring and re-engineering.
They need a new kind of leadership
capability to reframe dilemmas, reinterpret
options, and reform operationsand to
do so continuously.
But organizational culture change is not for
the faint of heart or the quick-change artist.
Serious change demands serious people. Are
you up for it?
Why Transform?
Companies have no choice but to change. The
world is moving and shifting fast; executives
know it. Trying to cope, they are applying their
best thinking to the structures, systems, and
processes they need to compete. Conventional
wisdom says that the right business structures will
provide the efficiencies, innovation, and agility that
organizations need to succeed and sustain.
Behind closed doors, however, senior leaders and
CEOs are speaking a different truth.
Increasingly, they are questioning the incessant
reorganizing, re-engineering, and restructuring in
the name of efficiency. Strategies and plans that
should work instead fall apart, yielding (yet again)
less-than-expected results. Operational decisions
that once were clear-cut are becoming more
complicated and ambiguous.
Worse, many top managers and teams struggle to
agree on outcomes, or even common ground for
moving forward. Skilled individual leaders with
impressive track records fail to collaborate. They
dont know how to work together to understand
difficult challenges, much less to resolve them.
Interdependent
Independent
Dependent
Leadership Culture as
Shared Action Logics
Interdependent leadership cultures view leadership as a
collective activity that requires mutual inquiry, learning, and a
capacity to work with complex challenges.
Independent leadership cultures assume that leadership
emerges as needed from a variety of individuals based on
knowledge and expertise.
Dependent leadership cultures hold only people in positions of
authority responsible for leadership.
Each successive culture moves the organization to a greater level of capability for dealing with complexity and
accelerated change. By creating and advancing new beliefs and leadership practices, organizational leadership
together has the chance to rise above their current behavior and thinking. As senior executives learn together
and grow from current mindsets to new ones, organizations begin to advance from one culture to the next.
leadership
strategy
Independent
current
capability
ceiling
Dependent
Vision
Inside - Out
Change Leadership
Organizational
Capabilities
Outside - In
Change Management
Implement
Strategy
10
11
12
A Move to
Interdependence
In 2000, a small group from CCL analyzed 66 requests for
service from clients. Two-thirds of those requests included
the need to improve collaborative work across boundaries.
A close look revealed that those requests were connected
to complex organizational imperatives. The need to better
leverage partnerships and alliances, manage supply chains,
and integrate software systems were all examples of why
methodologies in business process re-engineering, quality
movements, and downsizing had emerged. But none of
these methods had yet incorporated corollary changes in
leadership theory or practice.
These requests for assistance that seemed to indicate
developing more collaborative business and leadership
practices were seen by clients as a way to cope. But
developing collaboration as an individual competence,
we thought, was not going to be enough to support
organization-level change.
Nearly 10 years later, CCLs organizational leadership
understanding and practice has gained traction. The call
from executives has grown louder and more insistent. More
leaders see collaboration and interdependence as a way to
successfully adapt and operate in complex situations.
Rather than dismissing culture work as soft stuff, many
executives now view it as the high-priority, hard stuff
changing whole beliefs systems so that organizations
can survive.
Are you ready for the new hard work?
13
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14
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2015 Center for Creative Leadership. All rights reserved.
Issued June 2009 / Reprint July 2015