Culture Transformation Is The Organization’s Secret Agent


Alike James Bond’s character, the fictional British Secret Service agent created in 1953 by writer Ian Fleming, I can see the culture transformation is your organization’s secret agent. Read the below lines to see the complete match.

If you are an HR professional or mobilization consultant (AKA recruiter) in one of the secret agencies, the following duties can be used to describe the Secret Agent’s Job Profile (compared to corporate culture as a corporate agent):

Interestingly, you can find many commonalities either as a profile or as features/needed skills.

“Culture transformation is the real secret agent to boost your organizational performance “

Four Key elements to adapt culture transformation program

The four key elements to adopt culture transformation program in your organization by using the magic of the corporate secret agent’s concept:

1. Treat it as a new independent mission

Stereotype attitude used in transformation programs discharges the powerful impact that it can make. And by low motivational kick start, you will probably end up with normal or useless results. Treat your culture transformation initiative as a new mission, fuel your stakeholders, recharge team’s spirits, and design rewarding system as an outcome for the successful completion of the mission.

2. Different scenarios to ensure resilience

As business continuity and organizational resilience say “be always prepared for the unexpected behavior.” It is normal to experience unexpected scenarios during the implementation of your culture transformation initiative, so better to proactively start with what-if scenarios to keep the momentum.

3. Research, analyze and assess

Researching and learning more about the corporate culture, competency-levels, conflicts and diversity’s strength points, all that, will help you analyzing the right pattern and trend of the corporate culture development. Accordingly, you can assess the current AS-IS cultural topology and clearly design the purposed TO-BE culture topology to involve all parties towards improved corporate performance.

4. Create special rewarding and promotion system for the successful completion

Culture transformation programs are not frequently implemented, so due to this long pace of such organization-wide initiative, special reward system will be required to recharge the involved parties’ readiness level and to keep the momentum during the implementation time.

About Ahmed Ragab

Ahmed Ragab is the Transformation Practice Leader at Resilience&, a UK-based consulting network. Over 12+ years of hands-on experience, Ahmed Ragab has built vertical competencies in different integrated fields; Management Advisory, Technology Advisory and Processes Transformation. Ahmed is a business and motivational keynote speaker with numerous insights in international magazines.

Named as a Business Architect by his peers, Ahmed believes in engineering business concepts and designing new business models and patterns to serve corporate performance improvement. Currently, Ahmed Ragab is serving a Principal Partner and Chief Strategy Officer at Resilience& EMEA region.

For further inquiry, contact Ahmed at: aragab@resilienceand.co.uk

LinkedIn: https://www.linkedin.com/in/ahmed-ragab-msc-31bb957

Academia: https://liverpool.academia.edu/AhmedRagab


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