Regulatory agency : The Importance of Planning and Measuring a Cultural Transformation
One of the objectives of a regulatory agency’s new five-year plan was to foster a culture of cooperation and performance among its teams. Because any cultural transformation involves profound changes – including behavioural – several initiatives had to be put in place for this culture to gradually take root within the organization.
As change became increasingly frequent in this organization, we offered guidance to develop its capacity to plan and manage transformations. After having positioned the change management function internally, we provided tools to support managers in their efforts to bring about the desired shifts and to develop a sense of ownership among all stakeholders. Other initiatives included regular communications related to the strategic plan and its implementation, as well as the deployment of new collaborative efforts, integrated talent management, skills development, and leadership development.
Furthermore, as we planned this evolution and evaluated its impacts, we assessed the organizational culture at two keys moments, i.e. during the strategic plan’s launch, and two years later. At launch, we diagnosed the existing culture and specifically defined the desired culture. We also identified impediments to the desired collaborative and performance-based culture, and determined appropriate action items. Two years later, these measurements allowed us to identify areas where further effort was required.
The Brio difference
Because cultural transformations are not as visible as operational transformations, it becomes all the more essential to put proper measuring tools in place. Through this “before & after” diagnosis, we were able to establish a benchmark to help us develop the right strategies and initiatives. The second measurement gave us an idea of how far we had come, and how the changes had impacted the organization’s performance.