Evolutionary Change

Develop a culture that just keeps moving all the time

The challenge

Cultural embedded mindset to constant change

In todays global markets business is constantly faced with changing influences from outside and inside. Companies need to foster a cultural mindset to constant change across their organisation.

Those who have to deal with a missing cultural embedded mindset to constant change are faced with resistance when implementing strategic initiatives. A culture of welcoming change can have a great impact on the overall performance of the company.

Transparency is a key factor to the success of facilitating a broad acceptance of necessary continuous change processes inside a company. People need to understand why they need to adapt to certain influences and unterstand the objectives on all level of the organisations hierarchy.

Evolution vs. Revolution

Most companies are used to disconnect the change design from the organisation with few key resources involved in the process. Often, external consultancy is in charge. When It gets exposed to the staff, people's resistance to that large scale change is always huge. So this way of introducing change to your organisation is revolutionary and opens quite a big "valley of dispair". The performance descrease is almost always intense.

So wouldn't it be better than if you could do small changes that have an evolutionary character with no but small resistance to change? Even if iterative changes are not being accepted right away the consequences are also not revolutionary! Involve your staff in the change process and let them participate in the design. They are closest to the problem the change is supposed to solve anyway.


Andy Grove's (Intel) OKR (Objectives and Key Results) is a good example of how transparency helped a large scale corporation to maintain certain cultural positive attributes and constructive attitude towards changes as a part of daily business.

Google and other global players successfully have used this method for quite a while now and fostered transparency across their organisation to help their employees understand why they are doing things and how their scope will affect other entities work and is used as a part of the overall strategy of the company. This enablement of seeing and understanding the bigger picture is proven add-value to the business culture and therefore performance of the organization.

This way of synchonising top to bottom strategy and buttom up tactics is a great way to ensure transparency is fostered across your organisation. It's also a good way to fight silo tendencies. It's a purpose driver, which can become of great value, if your staff starts engaging in their work and not only spending ncessary time at work.


Filling the gap

If you can’t measure it, you can’t manage it

[W. Edwards Deming]
is what I believe as well. In order for OKR to be determined, one has to have contrete measures that the key results are defined on. That goes as far to say that they must express customer value. And we are not talking about measures that could give us an indication of a trend that might be interpretable.

By establishing collaborative views on the companies objectives and direct implication on the scope of one department or other partial aspect of an organisation as well as translating those superordinate targets into initiatives on the departments, resistance to change can be transformed into engagement and strengthen the posture of working in perspective of "fellow warriors"