Mind the cultural gap – Cultural insight via proCulture©
Most executives acknowledge the importance of organisational culture to business success. It is seldom a lack of appreciation that prevents leadership from addressing culture. It is rather a lack of practical applications to operationalise it. This white paper presents such an application – proCulture© – to be used for several purposes: as input for due diligence and integration in mergers and acquisitions, as a fundamental basis for unifying a culture and strengthen the connection between the culture and the company values or strategy, as a lever for harvesting the benefits of workforce diversity, or as input for ensuring that culture specific needs are included in global change implementations. The White paper also entails important elements when changing a culture and a case description of how cultural analysis was used for integration in an acquisition.
A diverse leadership yields higher earnings
Diversity is not an end in itself but a means to something greater – to improve competitiveness and the bottom line. In this respect, diversity matters both among employees and among management. Management influences culture and thus helps to promote the gains of diversity.
This report shows that the benefits of having a diverse management are significant; businesses with the most diverse management have an operating profit margin of an average of 12.6 percentage points more than companies with the least diverse management. In addition, the most diverse companies have an operating profit margin on an average of 5.7 percentage points more than their competitors do.
Change Management in mergers & acquisitions
This white paper suggests that employing a structured change management approach will act as both the tool to handle the people side of the integration process, as well as the tool that can help shape strategy in the early stages of a merger or acquisition.
In working focused with change management during a merger or acquisition, the integration process will become faster as elements such as employee willingness to change and their ability to do so will be kept on track during the process.
Change Management Office
Success for large-scale strategic projects requires a dedicated focus and understanding of the people side. This is Change Management. The most effective lever to build change maturity in an organisation is through the creation of a functional group to support Change Management – a Change Management Office (CMO). In this white paper, we lay out the most important considerations and decisions to make in setting up such a function.
Linking Employee and Customer Engagement
Employee engagement correlates strongly with customer experience. The more engaged the service employees, the more likely it is that customers will be satisfied with the service provided.