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  Indicators for Companies Culture and How to Change

  I think there is much talk about companies strategie and vision all the time in many companies. But there is little talk about companies culture. Why is this? Because culture is much more difficult to state and to change than strategy. I think, the stoosian ideas are much about changing company cultures and thus I propose, to discuss the following questions in a session: 1. How can a companies culture be described (and ...more »

  I think there is much talk about companies strategie and vision all the time in many companies. But there is little talk about companies culture. Why is this? Because culture is much more difficult to state and to change than strategy.

  I think, the stoosian ideas are much about changing company cultures and thus I propose, to discuss the following questions in a session:

  1. How can a companies culture be described (and maybe even measured?)?

  2. How can I know what culture exists in a given company? Again, can I even "measure" it?

  3. How can then a company culture enabling stoosian behaviour be described?

  4. What are the benefits of a stoosian company culture? What are stoosian companies good at? What are they not good at?

  5. What are indicators for a stoos-compatible culture in a company?

  6. What are indicators for a non-stoos-compatible culture in a company?

  7. What are necessary preconditions to change a companies culture?

  8. What are show stoppers for cultural change?

  9. What are good practices for cultural change?

  Does anybody else find this topic interesting? Maybe it's to much for one session?

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  5 comments for Idea: Indicators for Companies Culture and How to Change

  Submitted by fabian.schiller 1 year ago

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  Should we give up on the big organizations?

  Everybody who has tried to change organizations know how hard this can be. Changing people’s beliefs and values is a pretty difficult thing to do on its own. The larger the number of people you want to change the more effort is needed to pull it off. If we want to convert traditional organisations to Stoosian organisations we need to introduce a lot of new memes and replace some old ones. (meme - an idea, behavior or ...more »

  Everybody who has tried to change organizations know how hard this can be. Changing people’s beliefs and values is a pretty difficult thing to do on its own. The larger the number of people you want to change the more effort is needed to pull it off.

  If we want to convert traditional organisations to Stoosian organisations we need to introduce a lot of new memes and replace some old ones. (meme - an idea, behavior or style that spreads from person to person within a culture). Our problem is that larger organizations have an arsenal of defense systems in place to ensure cultural change is minimized. Most organizations aren’t aware of these. They come in the form of: new hire workshops, management development programs, trainee programs and quality and control departments with their endless streams of procedures and guidelines. These defenses freeze the current dominant memes and hunt new ‘threatening’ ideas with a ferocity which reminds us of the Spanish Inquisition.

  What I want to do in this session is to explore and discover ways to bypass or destroy those defense systems. I have some ideas, but definitely not the answer (else this session was called: “Do X to save big organizations”). I hope some creative and caring people want to join this open session and find some answers. Because I really don’t like the idea that larger organizations are beyond rescue.

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  Submitted by Community Member 11 months ago

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