One of our Australian partners, Arup, is running a one-day Foundation programme in June in Brisbane, Melbourne and Sydney.  This could be a great way to increase your own skills, and map what you are already working on culture-wise against a globally recognised framework.  Click here for more details

Good organisations have good process, and embed the key drivers of their business into ways of operating that go beyond the inspiration of any particular leader.  Processes are the means by which the business is managed.  Learning is embedded into process, as is risk management, measurement, and discipline.  New leaders inject new flavours into existing process, and sometimes change them.  But they don’t start from a blank sheet of paper.

It is extremely rare that we find an organisation that manages their culture with the rigour that they would apply to other key business drivers such as technology or brand.  Here are some questions to ask to assess how well your organisation or client is managing culture.

• Do people in your organisation actually know what to do to turn values into action?  Are you working to a common plan?
• Do you have annual culture goals, which are linked to the priorities in the business plan?
• Are all activities which influence behaviour (eg performance management, coaching, communication) explicitly aligned to common behaviour goals?
• Do you prioritise behavioural aspirations?
• Are you measuring behaviour in a way that you can define what you have achieved?
• Do you know which behaviours could put your business at risk, and are you confident you are managing to control those?
• Is there a sense that you start all over when a new leader comes in?

Welcome to the world of culture management – the way to make culture do-able.

Three Mobile UK
This paper describes a four-year turnaround journey based on three core behaviours: taking responsibility, being open and honest, and keeping your word.
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SA Water
Learn how an Australian government organisation underwent a successful cultural
transformation which enabled it to address Australia’s water challenges with flexibility
and innovative thinking.
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Barclays Absa Acquisition
This white paper describes how Steve Lennon, from Walking the Talk’s Consulting Partner Arup, used the Walking the Talk methodology to help Barclays Bank in the U.K. and South Africa achieve a synergistic key acquisition 18 months faster than expected.
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