CHAPTER 22
Catalyze Cultural Change
When I ask executives who attend Transition Labs to identify the dominant constraint on the growth of their company, they often point to their business’s culture. Yet, I find many C-level executives are poorly equipped to systemically diagnose, articulate, and catalyze cultural change to improve performance. In this chapter, I will outline straightforward ways in which incoming executives can diagnose the prevailing culture and identify the company’s core underlying beliefs. I also identify ways in which they can work across the C-suite to drive cultural change when needed.
Deconstructing Culture: Beliefs, Behaviors, and Outcomes
Many executives find it difficult to precisely articulate and deal with culture. ...
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