Changing Company Culture 2 Reasons Why Constant Vigilance is Needed

The reality of corporate culture often operates below the radar of the Executives within an organization.   Embarking on transforming the culture of a business may start off with a bang and appear to be a success.  Checking in with managers and supervisors three to six months into the change initiative may prove to be illuminating.  They reality that employees are working in may not reflect the changes that were or are being implemented.

Why Ongoing Vigilance is Necessary

  1. Improvement in service to the client base.

Company culture is usually focused on improved customer service.  A measure of success in implementing a change in culture is a decrease in complaints from the clients along with an improved timeframe for service delivery.  Upon review of the client data have the number of client complaints gone down?   Has the timeframe for client service improved?  If not what is missing?  What is the underlying reason for the lack of improvement in client service?

Chances are that the employees are operating from a model of service that is not aligned with the changes that have been implemented.   Informal conversations with front line employees will provide a clue as to what is going on.  Further to that the information will point to the active company culture and where additional or further work is necessary.

  1. Employee morale and the incidence of sick time.

Another aspect of change to corporate culture involves employee engagement and satisfaction at work.  When reviewing employee attendance since the implementation of change it is crucial to note the use of sick time or time off without pay.  Has employee sick time increased?  Has the rate of employee time off without pay also increased?  The factors contributing to the increases are likely related to a level of resistance relating to the changes that have taken place.

Measuring the impact of change using the indicators discussed above provides a basis for re-engineering the corporate change process and actively working with front line employees, managers and supervisors to embark on what needs to be addressed where for buy-in and behavioural change to take place.

We all know that words on a wall and employee behavior are not always congruent.  Employee behavior reflects what is actual and points to the need for constant vigilance to transform behavior to reflect increased client satisfaction and improved employee morale.


Marie-Helene Sakowski

Business Consultant SME’s


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