How to Change Organisational Culture – 5 Key Points to Consider

Changing organisational culture is not about a few one-off briefing sessions or changing your branding, it is a fundamental shift in behaviours, values, and daily decision-making. Culture underpins how people work, lead, and engage with change. If left unmanaged, it can stall transformation efforts. Here are five key points that you should consider when reshaping your organisation's culture.

1. Diagnose the Current Culture

Before you can change the culture, you must understand it. This means assessing not just what people say but what they do, does it marry up or is there a disconnect? Use surveys, interviews, and cultural audits to identify existing norms and behaviours. Understand the formal and informal structures that influence how work gets done. Don't assume everyone sees the culture the same way; it is common for perspectives to differ across teams and levels. Successful organisations work when these differing perspectives are reconciled.

2. Define the Desired Culture

What does a successful culture look like for your future organisation? Define the values, behaviours, and attitudes needed to achieve strategic goals. But be specific, words like “collaboration” or “innovation” need tangible meaning. Don’t just implement buzz words, contextualise them so staff can see and understand what it looks like. Link cultural change to your business outcomes. If your strategy requires agility, your culture must reward initiative and learning from failure.

3. Lead by Example

Leaders and managers must consistently role-model the behaviours they expect from others. Staff will notice a disconnect, and this will become a risk in terms of cultural success. If you want transparency, leaders must be open about decisions and challenges. Culture shifts when leadership walks the talk. It’s not a one-time effort—it must be daily and deliberate.

4. Embed Change in Systems and Structures

Changing culture requires aligning processes, policies, and structures with the desired values. For example, if you want innovation, does your performance review system reward risk-taking or penalise failure? Do your induction and development programmes reinforce the new values? Culture sticks when it’s woven into how people are hired, recognised, and promoted.

5. Engage Staff at All Levels

Culture isn’t created in the boardroom, it lives in everyday interactions. Actively involve employees in shaping the new culture. Use peer champions, and cross-functional initiatives to create shared ownership. Allow space for reflection, feedback, and local adaptation. Culture is people-powered—so listen, adapt, and co-create.

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