Vous naviguez dans le changement organisationnel. Comment pouvez-vous maintenir la tradition tout en adoptant l’évolution ?

Navegar na mudança organizacional enquanto preserva a tradição é uma arte de equilíbrio. O primeiro passo é identificar os valores e práticas essenciais que formam a base da identidade da empresa, garantindo que eles sejam mantidos e respeitados. Ao mesmo tempo, é necessário abraçar a inovação e mostrar como esses elementos tradicionais podem evoluir para fortalecer a organização. Uma comunicação clara e aberta é crucial para alinhar todos à visão de futuro, explicando como a mudança pode coexistir com as raízes da empresa. Envolver os colaboradores no processo, escutar suas preocupações e reconhecer suas contribuições ajuda a criar um senso de continuidade, facilitando a aceitação e o engajamento com as novas direções e desafios.

Traditions arise because of past success. Beyond trying to change them, it is important to reinforce the values on which they were built, and thus show that they are still used for the continued development of the organization and the business, because if an organization does not have the will to grow and change, it is destined to become extinct. In this way, long-term employees are shown that there is a connection between past success and future development, taking into account how they achieved it.

Hi community! General disclaimer: I use my own experiences in these articles - not AI. Less complete, not in a numbered list, but hopefully a welcome real life addition to the community pool of knowledge :o). A few great comments here already, I`d like to add the need to always look at values in relation to behaviours that model them for people. I have been in various culture work assignments where a core value was associated to different behaviours, depending on who you speak to. Simplistically, to some "Caring" means that everyone is friendly & agreeable (potentially conflict avoidant) to others it means always saying the truth (if not done respectfully & well dosed, potentially seen as oppositional). Understanding this at scale is key.

continued from my comment above under 2. ... so (in my opinion) only if we get an understanding what it is that people need to see/hear from others and do/say themselves to feel the values are lived - we can actually assess which the values are potentially in need of updating, and in which case the values are on point, but the understanding and role modelling of behaviours needs attention.

Communication is essential to ensure that you effectively convey values and goals throughout the organization. Also, good sponsorship ensures that there is an important visible face behind a change process in the organization. It is essential to create a sociogram for this type of project, where the main sponsor works with this team, to ensure that all areas of the organization have the same understanding and are aligned with the objective. If possible, these partners should be recognized people with access to the rest of the colleagues. This practice can help a lot when the organization has a very high volume of employees. Also, when they are long-term employees.

Before reflecting, it is essential to analyze what your key indicators will be to measure the success of the new culture or values. For example, monitoring the work environment, performance evaluations or the turnover rate are easy-to-follow KPIs that provide a lot of information. During the feedback period, it is important to stick to those KPIs that you thought of previously, showing the results publicly to show that monitoring is being done and giving transparency to the process.