If the term ‘culture change’ has you reaching for the metaphorical remote control to change the channel, you may have heard one too many pious exhortation to change the culture. I’ve heard two apparently contradictory views on culture recently that reminded me of what is at the root of organisational culture.
John Seddon of Vanguard Consulting can be relied upon for trenchant and provocative views and he recently took the head of HM Customs and Revenue to task for talking about and investing in culture change. The point he makes is that if you can get the flow and organisation of
Cuts in the public sector are what everyone has been expecting. How much and how fast is yet to be seen but it is going to be tough.
The challenge brings an opportunity because chopping piecemeal here and there won’t deliver the savings; so public service organisations will have to re-think what is delivered, how it is delivered and the system of institutions that do the delivering.
It’s time to demolish silos, cross boundaries, get over precious professionalism, ignore the usual excuses and do what is right.
Read the Budget at a glance http://news.bbc.co.uk/1/hi/uk_politics/8584608.stm
The old adage goes: leadership development is a tough, laborious and lengthy process, and usually happens one person at a time. When tackling it, the industry norm is to plump straight for 1:1 coaching or small group leadership courses, which are more often than not costly ventures. But are they really impactful enough, how about challenging the norm and trying something different?
What do you do if you only have one hour to work with a leadership issue, and an audience of 1,000 people? You book a big theatre in the West End, work with actors to bring the leadership issue