Culture change

About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.

Learning as a key leverage point for sustainability transformations: a case study of a local government in Perth, Western Australia

Abstract: This paper presents a case study about embedding sustainability into a local government in Perth, Western Australia, through the introduction of a sustainability policy and the accompanying education and culture change program. This longitudinal case study describes the approach and impact of the program initiated and delivered by internal officers between 2011 and 2016. The use of personal experience, document review and staff interviews present an ethnography of a bureaucracy that casts some light upon the seldom seen inner workings of a local government organisation as it introduced a sustainability program over a period of more than 5 years. The case study provides evidence of the potential power of learning as a key leverage point for transformational sustainability change.

KPMG: Revitalising Culture through Values

Abstract: The global accounting and consulting firm KPMG relies for much of its earnings on advising other companies on how to change. What happens when such anorganisation needs to change itself? A key element of KPMG’s globalisation process over the last two years has been an intense programme of culture change. Unusually, no special project team or steering group was set up to work on the culture change, and no separate Board or local meetings were held. Instead, one person, Jan Thornbury, was made responsible for designing and leading the process and it was fully integrated into the existing organisational programme. In this article, she describes the thinking behind the process and how it was introduced and implemented. She also discusses the culture model and the range of techniques used, emphasising the need for change agents to be sensitive to the dynamics of the organisation and to be creative in their approach. She appeals for pragmatism in culture change, identifying practical steps in implementation – the phase which many organisations find most difficult.She concludes by assessing what has been achieved in KPMG so far and theimplications for other organisations.