The Corporate Culture Handbook: How to Plan, Implement and Measure a Successful Culture Change Programme

Citation

Bullock, J. (2007), "The Corporate Culture Handbook: How to Plan, Implement and Measure a Successful Culture Change Programme", Leadership & Organization Development Journal, Vol. 28 No. 7, pp. 685-686. https://doi.org/10.1108/01437730710823914

The Corporate Culture Handbook is a “how to” guide to successful organisational change from conception of the vision for change through implementation and measurement of success. It is important to note that the author of this book is an experienced change agent who walks readers through the critical aspects of devising and implementing large‐scale organisational change programmes. Although the programme forming the basis for The Corporate Culture Handbook was highly successful, readers will quickly realise that the author's personal achievement could not have taken place at the Hong Kong and Shanghai Banking Corporation (HSBC) without the support of her Programme Director and the entire executive team, support acknowledged and applauded in the preface. It is also embodied in HSBC's mantra for change, “Together we win!”. Highlighting one's accomplishments in conjunction with sharing vital lessons learned and tools for success with others who may walk the same path is an interesting way to assure readers “If I can do it you can, too”. This helps build confidence for those tasked with implementing and managing culture change programmes who may have little experience in large‐scale organisational change or possibly feel inhibited by the absence of advanced degrees in business or significant experience as a change agent. O'Donovan's approach makes the reader comfortable that they, too, can successfully navigate the challenges that lie ahead. Striking a healthy balance between technique and best practices, The Corporate Culture Handbook is a valuable guide to success.

The book opens with a detailed examination of the HSBC organisational culture change programme to create a framework for the reader and to establish the relevance and importance of key components. This discussion encompasses the entire process from inception of the five‐year strategy driving change to maintain competitive advantage, the development and implementation of the change programme, and measurement of progress and long‐term results. It candidly addresses the manifestation of resistance to change and how it was leveraged to gain momentum. After laying a foundation by creating a context within which readers are able to visualise culture change programmes, the book continues to build a knowledge base by explaining corporate culture from a historical perspective and then brings it into clearer focus by exploring the paradigm shift taking place in organisational settings today. This is followed by a compelling discussion of the business cases for and against corporate culture management; the latter is uncommon in professional and trade publications on change management. Another unique aspect of the book is the discussion that follows highlighting culture myths that management should be cognisant of when considering a change programme. Readers will appreciate the author's candor and objectivity in bringing this information to bear to help provide support in making critical decisions that affect the future of an organisation. The second part of the book puts theory into practice by challenging the reader to contemplate five basic questions about their organisation:’

1. 1.

   Why are we in business?

2. 2.

   Who are we?

3. 3.

   What do we stand for?

4. 4.

   Where are we going?

5. 5.

   How will we get there?

These questions are common to all change initiatives. However, what makes this book different is that it proceeds to tackle each of these questions to enable readers to do the same in their organisations. Key aspects addressed include conducting a culture assessment and gathering commitment of leadership to support culture change are presented in tandem with other critical success factors such as forming the change management team, strategic visioning and planning, and organising the workforce. In addition, information is provided on designing the core programme – complete with support activities and embedding mechanisms and how to harness communication channels during programme roll‐out, including tips on how to maintain control in the face of naturally occurring resistance. The human element is explored in‐depth to help readers leverage champions, laggards, and resistors to overcome resistance and help build momentum to achieve sustainable change. The final chapter brings the exploration to a close by challenging readers to consider the “Big Picture” and the importance of measuring progress along the way while planning for the future. The bonus for readers is the valuable insights and tools contained in the appendices which include detailed information on the “Together We Win!” campaign, measurement tools, characteristics of culture, tracking the decision making process, making ethical decisions, operational communication, hard and soft data, and a “Measurement at all Levels Chart”.

The Corporate Culture Handbook is recommended for anyone interested in change management, organisational culture, organisational learning, programme management, and organisational transformation initiatives (e.g. mergers and acquisitions, globalisation, restructuring, etc.). Readers will appreciate its easy‐to‐understand format that is supplanted with representative checklists, charts, tools and observations from the author's experience in addition to valuable supporting materials contained in the appendices, making the book equally suitable for the boardroom and classroom.