Using Culture as The Change Agent



The culture of an organisation is in some ways similar to the personality of an individual. It is a basic and primary force that determines future reactions to key changes. Culture is a collective pattern of behaviours, values and “unwritten rules” that has developed over time and provides a powerful framework to employees about how they should operate on a daily basis. Strategic changes that are consistent with your organisation's culture have a high probability for successful implementation. However, if the change is incompatible with your culture, poor implementation is the likely outcome.

Culture is a formidable source of resistance or support to organizational change. Every organisation that wants to be competitive needs a corporate culture. The more explicit the culture and the closer it tallies with the corporate strategies, the more effectively the company can - or will be able to - compete.

Who should attend?
Anyone who desires to manage changes at work and who wishes to be able to develop and implement change models that concretely enhance organisational culture.

Aims of the Course

Participants will identify the principal methods for implementing a ‘common mindset’ organisational culture and assess their organisation’s readiness for change. You will learn how to successfully implement and monitor planned changes, identify and manage resistance to the change process, and evaluate and revise corporate values and strategic objectives to enable a commonly understood culture to thrive.


Session 1 – am. Assessing readiness to change

  • The purpose of organisational change.
  • What does change actually mean?
  • Why most change programmes fail.
  • Why organisations must do more, faster and at lower risk.
  • How to optimise change benefits?
  • Aligning change to strategy.

Session 2 – pm. Culture as the essential change agent

  • Assessing the culture of your organisation.
  • Decisions and the role of management.
  • Why culture is central to leadership.
  • What employees/other stakeholders want (and usually don’t get).

Small classes, less than 5 participants, allow maximum personal attention and interaction using exercises and contract case studies.


In its ‘off-the-shelf’ form, this is 1-day course. However, the course duration and content can be tailored to suit specific requirements.