Leadership

(Who is responsible)

Do we have  a leader...

Who owns and champions the new culture?

Who publicly commits to making it happen?

Who will garner the necessary resources to sustain it?

Who will put in personal time and attention to make it happen?

Creating a shared need

(Why do it?)

Do employees....

See the reason for creating the new culture?

Understand why it is important?

See how it will help them and the organisation in the long term?

Shaping a vision

(What will it look like?)

Do management and employees...

See the output of the  change in behavioural terms?

Get excited about the results of accomplishing the change?

Understand how it will benefit customers  and other stakeholders?

Mobilising commitment towards the new culture

( How can we create this?)

Do the sponsors of change...

Recognise who else needs to be committed to build the new culture?

Know how to build a coalition of support for the new culture ?

Have the ability to enlist support of key individuals  in the organisation/

Have the ability to build a responsibility matrix to make the change happen?

Modifying management systems and structure

(How will it be institutionalised)

Do the sponsors of the change ...

Understand how to link it to other HR systems, such as staffing, performance management, training, rewards, communication, structure etc.

Recognise the systems implications of the change?

Monitoring progress

(How will we measure the effectiveness of our new culture?)

MDo we have an implementation plan...

With key milestones?

Measures of success ?

Clear Responsibilities?

Critical Path to Success?