Manufacturing Today - January/February 2014 - 15

GERRI KNILANS

Bottom Line
As our panelists point out, accurate
measurement of the progress during
culture change may not always be
possible when analyzing such intangibles as employee engagement and
morale. They agree that change will
not take hold unless senior leadership
relentlessly monitors and measures it
while demonstrating the behavior
that exemplifies their vision.
Giving lip service to change is one
thing. Living the change on the job is
another. mt
Gerri Knilans is president of Trade Press Services, a developer and
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JANUARY/FEBRUARY 2014 manufacturing-today.com

15

M F G TOMORROW

C U LT U R E C H A N G E

N EWS

Who is ultimately responsible and
accountable for measuring the success of culture change?
King: Leaders are more accountable

E CONOMY

ment, which could take place either
annually or on an 18-month cycle.
King: I recommend three-steps
for a successful culture change.
First, until the new normal becomes
comfortable, don't stop the support.
The reality is that you never stop it,
which means you don't revert back
to what was your previous normal
course in conducting business.
Second, continue measuring to
make sure the culture change is sustained. This has to be an ongoing
process, and third, continue reinforcement of right behaviors. Always
remember that culture change is a
marathon, not a sprint.

A LFAB INC.

for measurement, but you can't just
point at one person or group because
the success of culture change is a
team effort. Multiple people will
have to agree on what is being
changed and how the change will
occur. They may have their own metrics to monitor.
Dawson: The most successful culture change initiatives are sponsored
by the CEO or top executive of the
organization, so that individual has to
own and sponsor them. Although the
change might begin in a division or
segment of the organization, it's
unlikely that it will either persist or be
sustained unless executive management embraces and models the
change in its behavior.
Sensenig: The obvious answer is
that ultimate accountability and
responsibility rest with whoever is
championing the change. Whoever
drives the change, owns it. If executives are driving the change, they'll
push documentation and driving to
mid-level management, but that
doesn't end responsibility. Even if it
involves driving culture change
across teams, it's going to fall apart
unless senior level supports it.

B UY AMERICAN

Sensenig: Actually, that's a danger
because you re-freeze into a new
state and assume that this is how
things will be moving forward. The
marketplace is too dynamic for that.
You should recreate the organization to be more flexible and adaptable, which helps you better handle
customers in particular and the
marketplace in general. You can't
rest on your laurels and lock in
something that will stay in place forever. (The goal should be) to set up
the culture to meet the needs of customers long-term.
Dawson: Ensure that the top leadership engages in a thorough individual and team assessment process
that ensures alignment of executive
behaviors with the publicly stated
culture change. Don't overlook
repeating the initial baseline assess-

COLUMN BY


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Table of Contents for the Digital Edition of Manufacturing Today - January/February 2014

Table of Contents
Manufacturing Today - January/February 2014 - Cover1
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