What Is Culture Change Management?

This is an era of great social change. The development of science and technology has promoted the rapid development of society and economy, especially the popularization and application of computer and network technology. The world has become smaller and smaller. The widespread dissemination and sharing of knowledge and information has made innovation and change more frequent. The global economic integration has made market competition more brutal. Only by constantly reforming and innovating and adapting to changes in the external environment, can companies survive and gain competitive advantages. Therefore, the transformation of corporate culture is imperative.

Corporate culture change

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In order to better meet market demands, companies design their work processes around the company's key goals and core competitiveness. Informatization has enabled fuller communication and coordination in the enterprise, flattened organizational structure, and reduced management levels. More rights are granted to grassroots employees, and employees are more involved in decision-making management of the enterprise. Respect and trust have become an important part of corporate values. The change in management practices in an enterprise will inevitably bring about challenges to the change of traditional lifestyles, and the corporate culture will change accordingly, creating an enterprise environment that supports change and sustains the change. An enterprise is a human organization. Only when the values and behaviors of the enterprise have changed can the enterprise realize real change and innovation.

This is an era of great social change. The development of science and technology has promoted the rapid development of society and economy, especially the popularization and application of computer and network technology. The world has become smaller and smaller. The widespread dissemination and sharing of knowledge and information has made innovation and change more frequent. The global economic integration has made market competition more brutal. Only by constantly reforming and innovating and adapting to changes in the external environment, can companies survive and gain competitive advantages. Therefore, the transformation of corporate culture is imperative.

In order to better meet market needs, enterprises design their work processes around their key objectives and core competitiveness. Informatization has enabled fuller communication and coordination, flattened organizational structure, and reduced management levels. More rights are granted to grassroots employees, and employees are more involved in decision-making management of the enterprise. Respect and trust have become an important part of corporate values. The change in management practices in an enterprise will inevitably bring about challenges to the change of traditional lifestyles, and the corporate culture will change accordingly, creating an enterprise environment that supports change and sustains the change. An enterprise is a human organization. Only when the values and behaviors of the enterprise have changed can the enterprise realize real change and innovation.

Corporate culture must support the development and change of corporate technology and consciousness, and keep pace with the times. However, culture has a strong inertia force, and various obstacles and resistances will be encountered during the change process, because existing value orientations, behavior models, management styles, and basic structures may all become the target of change. Corporate culture change is a change in people, a change in people's concepts and behaviors.

Change means uncertainty for employees in the future, inherent fear of change and resistance to cultural inertia formed by resistance; vested interest groups in the enterprise will be opposed to change in order to protect their own interests. Therefore, changes in corporate culture will encounter resistance from all levels and in all directions.

Lewin has pointed out that whether it is an individual, group or organization change, it will go through three stages: thaw, change and refreeze. On this basis, this article divides the change of corporate culture into five stages: needs assessment, thawing, change, evaluation, and freezing.

When it comes to Ford, it is really a company full of glorious history. As the world's second largest automobile factory, Ford does have a unique place of business, but there are also burdens. Ford's production-oriented corporate culture has gradually established production bases around the world, but has gradually formed a state of mind among the global subsidiaries. And after facing a major invasion of "low prices and high quality" from Japanese automobile companies, Ford Motor Co. launched the first wave of transformation. In addition to reducing staff costs to reduce costs, it also introduced a number of product quality reform plans.

After the reform pains of the 1980s and 1990s, Ford began to face the new challenge of "cultural reform". In 1998, the board of directors decided to appoint Nasser as CEO. At Nasser's initiative, Ford Motor Co., Ltd. outlined four elements of a new corporate culture: a global mindset, a focus on customer needs, a continuous pursuit of growth, and a belief that "Teacher" and other four concepts, and gradually reform the corporate culture. It consists of four parts:

Corporate culture change course training

This is a half-year learning process, which is targeted at higher-level managers in the enterprise. The trainee must first attend a 5-day intensive training. During these 5 days, a senior executive team is used as a lecturer, and the students go through the process of team building, discuss the challenges facing Ford, and allocate the project tasks needed in the next 6 months.

For the next 6 months, students must spend 1/3 of their time discussing, analyzing, and completing assigned tasks via email, video conference, or even face-to-face. In the process, the trainees will meet again with the lecturer, the senior executive team, to discuss the difficulties and progress of the project.

Finally, the trainees will participate in an intensive training, put forward reform ideas, and then share, discuss and learn with the senior executive team. Therefore, in this intensive training, the reform plan will be decided immediately and implemented within one week. This plan was launched in 1996 when Nasser took over from Ford. Not only did more than 100 Ford executives become seed lecturers within the company, it also actually promoted Ford's global reform plan.

Corporate Culture Change Leader Workshop

This is similar to the peak course, but the object of education has been extended to middle and grassroots executives, and the execution time is about 100 days. The way to proceed is to start with a 3-day intensive course, and then assign special tasks, and use 100 days to discuss, share and develop reform plans among students. Finally, through intensive training, the reform plan is discussed and determined.

Ford's corporate culture change

In the whole leadership work, there are two places that are quite special: First, all students must participate in community service for half a day within 100 days. The main purpose of this approach is not only to allow these future leaders to understand the spirit of "corporate citizenship" that Ford emphasizes, but also to let them feel that there are so many people in need of help in their lives, and then there are no more complaints or dissatisfaction Mentality. In addition, all students should present "new Ford" and "old Ford" by taking photographic tapes to highlight the differences between old and new cultures.

Corporate Culture Change Partner Course

The Executive Partnering course is designed to train young but promising managers to become true leaders. Basically, 3 students form an internship group each time. This internship group must spend eight weeks working, meeting, discussing or visiting customers with seven Ford executives daily. For some corporate problems or challenges, senior executives may even ask internship groups to come up with workable solutions. This is an excellent opportunity for observation and learning for the internship group. Through 8 weeks of actual work, these young executives can not only learn the thinking of senior executives, but also understand the company's resource allocation, long- and short-term goals, and strategic challenges and issues.

Corporate culture change talk time

Talk time (LetusChataboutthebusiness) was conducted by Naser himself. Every Friday evening, he sends an e-mail to about 100,000 Ford employees around the world, sharing his views on running a business. At the same time, he will encourage all employees to send back any ideas, opinions or suggestions.

Naser believes that for Ford to transform into a customer-oriented culture, it must train every employee to understand how to run a business. Therefore, in the weekly email, he talked about global development trends, talked about the merger of Chrysler and Mercedes-Benz, and talked about Ford's Asian market development, etc., to let employees understand the business views of top executives, and then let them have similar Thinking angle.

Since the implementation of Ford's reform teaching program, Ford Motor Company's culture has gradually produced some chemical changes. Not only have more employees participated in the company's reforms, but also more executives have promised the concepts they once taught. Although for a large company like Ford, the reform is indeed a long and arduous journey. However, using the above model, Ford is gradually completing its reform plan and striving to become a customer-oriented company.