Organisational-culture

WORKSHOP ORGANISATIONAL CULTURE, INCL. THE HOFSTEDE CULTURESCAN OF YOUR OWN ORGANISATION

For more information please contact 0031(0)355335157 or use the contactform on this website. 

1 Half-day workshop: about the impact of culture and behaviour on your corporate results, marketing, communication, management and leadership;1 Half-day workshop: about your actual, desired and optimal culture, gap-analysis and presentation of very clarifying reprort; 1 Hofstede-model culturescan, consolidated and per department, incl. HR-topics.

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Organisational Culture: a tool for management as enabler to reach your goals and success. Essential to realize change and inprovement in your organisation.

In these unruly times in which we live, organisations have two options: change and adapt to the new circumstances, or ride out the storm. The latter option may appear to be the easier of the two, but the chances of survival it offers are few. In fact, organisations striving to survive are realigning their (human) resources and structures to accommodate to the new conditions.

McKinsey’s interlocking factors: The Seven S model

 
Change can be successfully achieved only when all these factors are addressed and balanced. Changing the structure and reward systems or redesigning strategy without tackling the other factors will not be viable and only results in lip service to the “new” organisation.

Shared values - the organisational culture - as point of departure will prove to be the tipping point for successful organisations. In-depth knowledge of culture, values and beliefs that drive behaviour and make an organisation unique, enables management to anticipate new conditions and opportunities.

Resistance to or support for change can be accurately assessed, thereby giving management a grip on the change process.  The management is able to influence and steer organisational behaviour specifically.

Enabler or inhibitor?

Visualising the actual culture (the existing culture), the desired culture (the emotional preference of people in an organisation) and comparing it with the optimal culture (the strategic choice of management) reveals where support or resistance can be expected.  Appropriate and adequate  interventions can then be thought through.

Of McKinsey’s Seven S, shared values (organisational culture) is the most crucial to change. The high costs of change, both financial as well as human, are often taken for granted. Yet, the only S that can effectively secure sustainable long-term change, is often not addressed. “Too fuzzy”, “too complicated”, “not measurable”., “too touchy, feely”.

The Hofstede Model is a precise and scientific tool. It clarifies these grey areas within the organisation, and makes complexity easy to handle. It is a diagnostic management tool that tackles the toughest obstacle to sus-tainable change throughout the organisation.

Ideas4 consultants use the Hofstede model extensively in numerous organisations and branches worldwide.  Ideas4 consultants work in a close-knit team and are culture specialists in the broadest sense. Everyone on the team has extensive managerial experience in the corporate, governmental or not-for-profit sectors.