Culture Transformation


"Culture is back on the corporate agenda. As leaders deal with the demands of increased complexity – whether managing financial and environmental risk, navigating new markets, assimilating new types of technologies, or building a strategy for organic growth – many recognize the momentum that comes with a responsive, energized culture."  – Art Kleiner and Rutger von Post

“Leaders may try to ignore their culture and act as if it isn’t important. But when overlooked, the hidden power of a company’s culture can thwart any leader’s strategic aspirations. No matter how many top-down directives you issue, they will rarely be executed, at least not with the emotional commitment and consistency needed to make them successful.”

"If the culture opposes strategy...the results can be disastrous. Many business leaders understand that culture plays an important role in their businesses, but most have difficulty understanding how to use culture to improve performance."

Several studies (including one conducted by Booz & Company and the Bertelsmann Foundation in 2004) suggest a correlation between financial results and a strong, inspiring organizational culture. The correlation is hardly surprising; after all, cultures influence and energize the behaviors that matter most. Procter & Gamble, Southwest Airlines, Apple, Tata, Starbucks, and FedEx are among the household name companies noted for unique cultures that contribute significantly to their competitive advantage."

“Cultures can be diagnosed best by the work behaviors they promote. Do people collaborate easily? Do they make decisions individually or in groups? Are they open with their information? Do they reflect on successes and failures and learn from them?”  Jon Katzenbach and Ashley Harshak, Booz&co. “Stop Blaming Your Culture” Strategy+Culture, Issue 62, Spring 2011



The Power of Behavior Change  

“The notion that behavior change leads to attitude change can be traced back to the 1950s, to psychologist Leon Festinger and his theory of cognitive dissonance. Festinger argued that when people are induced to act in new ways, even if those new behaviors feel unfamiliar or wrong at first, their need for consistency will gradually affect the way they think and feel. They will seek out reasons to justify their new actions — both rationally and emotionally.”

“In emphasizing behavior, you are looking for those few actions, conducted again and again, that will lead to better values (and thus to better results). Make clear the distinctions among the values you want to develop, the one-time actions you are changing, and the recurring behaviors you hope to instill.”

"Repeated behaviors have cultural impact because they are contagious. People unconsciously imitate what they see others do."

“Even small changes in behavior, if they are picked up by more than one individual, can ripple through an organization as others see their value and begin to act accordingly.”
  Jon Katzenbach and Ashley Harshak, Booz&co. “Stop Blaming Your Culture” Strategy+Culture, Issue 62, Spring 2011

"Because [companies] think that to change culture, you simply introduce a new culture and tell people to follow it. That will never work. Instead, you have to... solve business problems by introducing new behaviors. Once you’ve solved your business problems this way, people will say to themselves, “Hey, this new way of doing things, which originally we were coerced to do, seems to be working better, so it must be right.”
– Edgar Schein, Professor Emeritus, MIT’s Sloan School of Management

“Every company’s identity — the body of capabilities and practices that distinguish it and make it effective — is grounded in the way people think and behave.”

“But many leaders overlook this message. They blame the company’s culture for the resistance they encounter. In the most extreme cases, they assume an explicit mandate for wholesale cultural change. This leads them to remove key leaders and old practices, restructure operations, set in place new rewards and promotions, and announce other across-the-board programmatic changes. This approach is costly, disruptive, and risky. Moreover, it takes years to accomplish. Clearly, this is not a game for the faint of heart. Worst of all, it is rarely successful; few major corporate transformations, especially those involving a wholesale change in the culture, achieve their intended performance goals.” 
– Jon Katzenbach, Booz&Co.




The Solution 

"Start with changing behaviors, not mindsets.  It is much easier to 'act your way into new thinking' than to 'think your way into new actions.'  Recurring and consistent performance results from behavior change will lead to lasting changes in the way people feel, think, and believe in the long run."  – Jon Katzenbach, Booz&Co.


Our Transformation Process drives a scalable, simple methodology that guides individuals, leaders and organizations to become explicit and deliberate about specific behavior change...creating new behavioral operating norms. Our methodology works because we narrow the focus and help people learn and apply the few simple but powerful behaviors that create a high trust, highly engaged culture.

Our process helps leaders and individual contributors own the process of behavior change, and is supported with embracing the language and behaviors of trust (in the context of their real work). The key outcome is that you will see high trust and the power of an engaged culture become a sustainable strategic lever and the great performance multiplier in your teams and organization.




Attend a Speed of Trust

® Preview in Your Area

In this three-hour overview, learn how The Speed of Trust™ increases employee engagement and collaboration and drives real, sustainable business results.

Learn More



How Does The Speed of Trust Work?



Let's get real. Training alone doesn’t work.  Rather than just teaching principles in a course, The Speed of Trust Transformation Process™ institutionalizes new language and new behavior in the context of real work.  Learn More





The Economic Business Case for Trust

Trust always affects two measurable outcomes – speed and cost.  When trust goes down, speed goes down and cost goes up.  This creates a Trust Tax™.  When trust goes up, speed goes up and cost goes down.  This creates a Trust Dividend™.  It’s that simple, that predictable.  Learn More





All Jobs To Be Done

Employee Engagement
World Class Teams
Mergers and Acquisitions
Culture Transformation
Stronger Partnering
Change Management