How culture is generally approached
Lots of pretty words and flashy decks | They write a diagnostic report, with flashy words that supposedly capture the “essence” of the organization’s culture. In practice, it is not clear how cultural changes are promoted.
Naive | They describe desired behaviors and invest in leadership programs to “teach” those behaviors. They feed into the hope that things will change through lectures, courses and internal marketing.
BDUF | They make big plans up front and design programs that seek to affect everyone in the organization for years to come, without ever testing or validating what is proposed on a smaller scale.
Theme for the top of the pyramid | They look at culture as if it could only be generated with the actions and words of a few in HR and C-level.
Excessive standardization | They seek to standardize or disseminate practices that make sense in only part of the organization.
They do much of the same over and over again | Intervention proposals that involve the same elements as always, such as: Leader Development Program, learning paths and competency matrix.