Top business performance requires a business to align:

• customer needs;

• the market;

• products and services;

• business plan(s);

• financial plan(s)

• and

• organisational structure;

• with:

• organisational culture;

But what is Organisational Culture?

It has been described as:

• the personality;

• the shared beliefs;

• and the ground rules

of the organisation; which determine the ways in which the organisation and its people when working together – or apart - doing business, behave.

Organisational Culture is determined by:

• industry and economic environment;

• geography and other external cultural drivers;

• company history and reputation;

• corporate financing and budgeting practices;

• the CEO's and senior executives' values and behaviour

It follows that the right culture for one organisation is not necessarily right for another and that as the organisation changes through growth, acquisition, diversification, or indeed for any other reason it may need to change its culture.

Notable examples of organisations seeking to change their culture in order to succeed can be found amongst the successors to the previous public sector utility companies in energy, water and telecommunication sectors. However, within the public sector itself there have also been huge cultural (and sometimes not so huge) changes as government departments and local councils have sought to respond to the economic, political and demographic realities of the 21st Century.

In addition, technological change has of course had a major impact on the cultures of both private sector and public sector organisations

We can help you achieve this alignment and improve your business performance by establishing:

·         the existing degree of alignment in your business;

·         the costs & benefits of improving alignment;

·         the business priorities for alignment; 

·         change management processes

Our track record

1995 - implementation of cultural change programme in operating division of post privatised electricity supply company

2003 - Development of new management competencies for newly merged IT Services company

2004 - Advising on and supporting the implementation of cultural change programme at operating division level of IT Services company

2009 - Advising a major University on the consequences of in-sourcing functions that had previously been outsourced to a private sector supplier some ten years previously.