The movement within modern corporates [pushed by HR] is based on the values that align with the mantra diversity, equity, and inclusion. However... HR has always been values based not process based [see photo].
Having spent a lot of my career advising management on how best to improve, restructure, or enhance a corporate culture I have endured many battles with HR, Marketing, Corporate Strategy exponents. Why is this so? It is so because process change is difficult and takes more time and money than anyone ever expects. But... The paradox is that if process change is not fast then it does not happen.
At the heart of process change is questions like these. What business are you in [Peter Drucker]? What are our current, and future, revenue models [how do we make money?] for our enterprise. What unique skill sets do we need to improve our current processes? How does our corporation intend to invent, innovate, and outpace the leaders in our industry?
Most corporate culture change models become badly flawed if, and when, they refuse to fully expose their existing/future revenue models [options]. Also modern change models tend to focus on deployment of human resources [diversity, equity, and inclusion] rather than the automated processes that can boost topline revenue flows. Furthermore... There is a lack of will at the CEO level to drop under-performing processes [as whole cloth] and smoothly release human resources for other duties [within the corporation or beyond it].
Process change is almost never pursued with zest by senior management unless, or until, it is loaded up with an excess of new technology. Within this common scenario the underlying process change project is too often swamped by HR wishlists for this or that or the other thing. These wishlists ensure that any change project will run on and on and on; also that it will cost more and more and more. The reality is these culture change projects that succeed do so if, and only if, they ignore HR wishlists. Then they can go on to deliver a technology based system that improves topline revenue and lowers costs.
Corporate culture is best defined in the workplace as "the way we do things around here".
Thus any agent who seek to change thinking, habits, and beliefs within corporate teams is riding a bucking bull and risks being thrown off and trampled.
Richard.
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