All change in organizations is challenging, but perhaps the most daunting is changing culture. There are at least two reasons for this:
1. Culture is a soft concept - If there’s no concrete way of defining or measuring culture, then how can you change it?
2. Culture represents collective norms and behaviors – It’s hard enough to change one person’s behavior — how can you change the behavior of an entire organization?
But if managers want to build high-performing organizations, they need to address culture change.
Via
Richard Andrews
(From the article): There is such a thing as too much transparency, says Moskovitz. That’s why performance reviews and personal matters that come up in meetings aren’t shared with the company.
Rosenstein admits they’ve had to coach people to be more confident about receiving the flood of feedback that can come from this practice. “One of our values is balance,” he says, to maintain the flow of ideas without having someone bottleneck over a perceived slight to their work.
Just as important as the ideas on transparency is the notion of being original and pushing beyond standard operations. As you might guess, I like the "Start with Hiring" and "Create a Roadmap" ideas. Pay particular attention to how these strategies allow "wrong-fit" employees to opt out of the selection process.