The Challenge 

 

To build customer centric service the organizational culture must be aligned with the brand. However, we know that about 70% of business change efforts fail to meet their objectives, unhealthy and oppositional culture is the reason 70% of the time. 

 

The Work (Nxk Difference)

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We worked with the Canadian Branch to support their efforts to ignite and sustain a transformation in their organization supported by a shift in culture.   

 

Planning for Change 

• Collecting organizational information, snapshot of the current “organizational culture” and misalignments. 

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Strategy Meetings  & Coaching

• Facilitated meeting with the Executive team to make a complex set of choices in business transformation strategy

• Team and executive coaching

 

Leadership Forums

• Engaging the senior leaders for input and commitment 

• Action learning sessions

 

Driving Change into the Organization 

• Communication to the organization 

• Departmental Meetings – crafting implementation plans, ongoing review

• Open forum white board- tool that will support transparent communication, identification of key issues and hold all accountable 

 

Measure, Review and Improve

• Identification of results- based criteria.

 

What made a difference.

 

• Made it relevant so people could see their business in the change process – (ECC interviews/teaming process, speed surveys identification of culture misalignments). 

• Build the mechanism to have the  more candid and difficult conversations among staff and between departments ( whiteboard, forums, online speak up tools). 

• Helped leaders go below the waterline – turning over the squiggly things under the rocks to address to real roadblocks in the system.  

• Supported the integration of culture principles with business objectives  (cost control, transformation, agile).  

• Set the expectations and plan in place to align systems/processes (HR to Branding to COVID-19).

• Definition of concrete deliverables so there were not too many shiny initiatives. 

• Working with managers as a link between sponsors and employees to make the change real: leadership forums, coaching leadership development tools.

• Challenged the leaders to walk their talk (culture principles were behaviourized) and determined how to apply in their day to day work.

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The Results 

 

Identification and endorsement of Culture Principles and behaviours which was tested as a platform for decision making during Covid-19 times. 

 

People at all levels speaking up more, “living” principles. 

• Business plans, communications and day to day behaviours integrate and align systems/processes .

 

Realization that culture change is ongoing.