I believe the first step to addressing culture change is to assess the "readiness" of the workforce. There are often barriers and enablers to successful culture change initiatives/transformations, and starting with the current state of readiness is crucial. Once determined, you need to have leader sponsorship and accountability that will mobilize the workforce towards the enablers.

Start with clear, shared values that resonate with everyone. Engage all levels of the organization in the process, fostering a sense of ownership and commitment. Additionally, consistent communication and regular feedback loops are essential. Celebrate small wins and keep the momentum going by integrating these values into daily practices and decision-making processes. 🌟📈

To sustain culture change, ensure leadership models the desired behaviors, maintain open communication to align teams, and offer ongoing training to embed the new values deeply.

Culture Change as the name says is a 'change' initiative. This is not a one time initiative, but will require ongoing attention and ongoing new initiatives as well as adjustments. Therefore, it will happen that not every initiative is a staying success. Being able to recognise this and adjust/react accordingly is important. Clear and open communication, accepting and reacting to feedback, allowing collaboration, measuring progress, improving processes and initiatives will enable the entire organisation to maintain what creates value and correct what does not fit.

Clear Vision and Purpose- Clearly define the cultural change and its benefits. Ensure all employees understand why the change is necessary. Leadership Commitment- Secure support from leaders at all levels. They should not just support the change but also model the desired behaviours. Their actions will inspire and guide employees in this transformative journey. Inclusive Participation- Involve employees by seeking their input. This creates ownership and commitment. Continuous Communication- It's essential to keep communication open with regular updates. This keeps everyone informed and provides a platform to address any concerns that may arise.

you have to be 100% clear that it's a long term endeavour and so need buy in from key stakeholders for the long term. Without that commitment it will, most likely, be just an initiative / project.

Introduce Bill Bridges transition model as mental model to place personal feelings in a framework. Conduct a training program around how to shift perspective when needed not pushed by demand. Do not oversell culture shift. Know your compelling reason why you must move to the new compelling future. What is the reason why for each individual. Practice open communication on change bumps, success , vision and success

If you are going to do this, do it right. Your organization's culture should guide everything you do. It should be referenced in your Mission, Vision, and Value statements so the world knows you are serious about creating a positive culture. Embedding culture change into the organization's fabric will help prevent it from becoming another "flavor of the month" initiative. Most importantly, leadership has to be on board with ways to improve the organization's culture. Without buy-in from staff, you are whistling in the dark. Everything will remain the same if your organization doesn't see the value of culture change and believes it can happen.

To embed new values into your organisation, align them with everyday practices and make them part of your operations. Leadership must model these values to set the tone. Integrate them into performance metrics, training programs, and recognition systems to ensure they’re reinforced consistently. Regularly communicate the importance of these values through meetings, emails, and storytelling. By weaving them into the fabric of decision-making and behaviour, you create a culture where these values thrive long-term.

Culture change isn’t a campaign; it’s a commitment. To make it stick, you need three things: visible leadership, relentless consistency, and real accountability. First, your exec team must walk the talk—every meeting, every decision, every interaction. Second, ditch the fanfare and focus on embedding change into daily operations; policies, processes, and performance reviews. Finally, hold people accountable, starting at the top. If someone’s behavior doesn’t align, deal with it. Culture change only becomes a “trend” when leadership treats it like one. Make it a way of life, not a box to tick.