Voici comment vous pouvez mener un changement de culture dans un contexte mondial grâce à la réflexion stratégique.

Changes with a structured approach are 6x more likely to succeed. Choose a model: ADKAR: an individual change model developed by Prosci; represents 5 building blocks of change that must be achieved for the future state successfully. Kotter's Eight-step: good at establishing urgency and why change is needed; lacks feedback from all levels. McKinsey 7-S:focuses on how leaders can manage by strategizing around 7 elements: Hard elements: Strategy, structure, and system Soft elements: Shared values, staff, style, and skills Bridges Transition: focuses on human experience of processing and acting on change; emphasizes emotional transition. 3 stages to help guide employees through: ending, losing, letting go.

When planning a massive change, consider the team's capacity to absorb change and the energy required to go through the change process and lead it. 1- list the ongoing changes and changes that have been happening within six months (i.e., new IT products, new processes, new customers, new strategy, new departments, layoffs, etc) 2- use the matrix to sort and analyze the changes: big change/long time (red), big change/little time (orange), small change/long time (yellow), and small change/little time (green) 3 - Draw the timeline of all changes, check the worst timing (most changes in a period) 4 - Sum up the amount of every type: the more red and orange changes in your list, the less energy people have 5- Make your change easy and clear

Leading culture change in a global context through strategic thinking, understanding and respecting diverse cultural perspectives while aligning them with the organization's goals. Conduct analysis of the cultural dynamics, identify common values and practices that can serve as a foundation for change. Develop a clear, inclusive vision that resonates across diverse cultures, and communicate it effectively through tailored messages that address local nuances. Engage local leaders to champion the change, foster open dialogue, and encourage feedback. Monitor and adapt strategies to ensure they remain relevant and effective in achieving the desired cultural transformation, promoting unity and shared purpose across the global organization.

Defining a vision of a change assumes being able to step into multiple shoes and see the change through different lenses. The idea supported by one team can be considered a threat to another team. Vague and general words in the vision raise frustration. Set a clear desired result and "what mustn't happen": It's like driving a car. If you focus on the road and ignore obstacles, you fail. If you focus only on obstacles, you fail as well. You need to see the road, the goal, and the obstacles to choose the best path. Draw the map of power: Who will support you, who will be neutral, and who will resist? Make the neutral ones your supporters: Find their leaders of opinions, share your passion, and discuss their benefits and ownership of change.

Definir el rumbo, es establecer el destino y la cultura es la forma de recorrer el camino que articula el futuro. Ahora bien la cultura no es aquello que se plasma en un papel o en una web corporativa. La cultura es la forma como se vive en desarrollo de las acciones en una organización, es la forma como se evidencia la filosofía de gestión y los verdaderos principios. Es la forma más práctica de evidenciar el pensamiento

In any company, someone will always benefit from your idea, and others will resist because any transformation leads to a change in a power landscape: less budget, less authority, fewer people. Besides, people can change their minds: they start with resistance, and later, when they see success, they contribute and become fans. There can be different change strategies: 1- You need early adopters and friendly teams to show and share first success stories. This success will add credit to speaking to senior leaders and involving them if there is none at the moment 2- To engage a leader, you need a clear picture and pitch of how the leader will benefit from the change and why the change will succeed. Nobody wants to lead to failure.

La comunicación es sin duda es el vector que hace comprender el funcionamiento y el cambio. Siempre debe estar presente de manera planificada y estudiadas de lo contrario cabe la firme posibilidad de que el mensaje recibido no sea el idóneo. Para ello se debe planificar el mensaje y adaptarlo a los canales y públicos. Otro aspecto que hay que tener presente es la comunicación informal, esa que se da en las conversaciones casuales entre las personas que conforman la organización, por ello la alineación en las informaciones es fundamental para que esta suerte de lluvia fina de el resultado deseado

It still surprises me how little organisations put into winning hearts and minds as they transition through change. Of course it’s a necessity to communicate the vision and the future state and many do this well. But it’s also imperative to share the unknowns as these are often the things that create gossip and ‘blank filling’. I don’t see this happening enough and it’s an easy win. Focus your people on what is staying the same through the changes so they have an anchor point and talk regularly about the emotional impact of change too.

En muchas culturas el feedback no es algo instaurado y en el caso de los cambios es una excelente palanca para conocer de primera mano como se están percibiendo los cambios. Por ello es una buena estrategia el poténcialo para así tener los datos necesarios para hacer los cambios que se consideren.