Leading significant organizational change is hard. Though well-intentioned, that’s why over half of major transformation efforts fail. Why? Many reasons can include but aren’t limited to a bad strategy, a weak culture lacking trust and accountability, poor communication, low levels of buy-in, change fatigue and competing priorities. But one area where many company leaders fail regularly is learning how to leverage the company culture to drive change.
As a former Navy SEAL, I can assure you that the post 9-11 Naval Special Warfare community has experienced constant change. Similarly, having led my own companies through fairly major changes – combined with thorough research – I have developed a model for Culture Driven Transformation (CDT). What does that mean?