Overview
ABSTRACT
This lessons-learned presentation describes an example of the implementation of an organizational innovation, namely an organizational culture change based on values to support a deep transformation. The lessons-learned presentation explains the approach implemented, and describes and analyzes activities. It presents some results and makes a first assessment report.
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Read the articleAUTHOR
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Denis MEINGAN : Associate Director KnowledgeConsult, Saint-Mandé, France
INTRODUCTION
The new President of the French subsidiary of this international group faced two major challenges as part of the roll-out of the Group's new strategic plan. These were to launch and market a new range of products, and to develop employee commitment, particularly in order to support this operation in a context where the climate had been assessed, during the annual climate survey, as extremely degraded. To meet these challenges, the Chairman decided to roll out a culture change project throughout the company. In particular, this involved developing the leadership skills of directors and managers, as well as improving the working climate among employees. This feedback highlights the central role played by values in an organization's culture, and presents an approach for helping them evolve while achieving the objectives defined by management. The approach presented here is that of Richard Barrett, one of the most widely recognized and practiced internationally.
Domain: innovation – organizational innovation – change management
Company concerned: confidential
Technologies/methods involved: culture change management using the Barrett Values Centre approach
Sector: healthcare industry (medical devices)
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KEYWORDS
organizational culture change | values | individual behavior | organizational behavior
Cultural transformation within an international group
Context
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