Why does workplace culture matter?

 

Every organisation has its own kind of culture; by its very nature, it is what defines you, your employees and the essence of your organisation.

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Cultural Policy

 

This policy applies to all activities undertaken by Lean Progression Ltd and impacts upon key suppliers and customers. We are committed to minimising the environmental impact of our operations. In particular, we will achieve this through our commitment to:


Role model from the top

  • Cultural change is governed by what is seen by the workforce as to the ‘way we work’ from senior management;
  •  we use every opportunity to have leaders and opinion-formers demonstrate it; and
  • communicate the importance of the cultural change within the company.

Communicating the importance of change

  • Cultural change is important visually as well as verbally;
  • it is  about creating a campaigning mentality and a capacity to listen and encourage;
  • it is about encouraging comment and debate and exploiting informal channels;
  • it is about the use of subtle nudges to encourage behaviour change; and by
  • communicating our outcomes and objectives and what kind of culture we adopt and wish to achieve
  • Involve people in an organisation-wide conversation

Involve people in an organisation-wide conversation

  • Culture change  within requires continuous improvement via involvement and engagement;
  • Interaction from senior management and the workforce with authentic wide-ranging, ongoing conversation about how the organisation can achieve its corporate objectives.
  • the vision of company change of culture can only be achieved by the involvement firstly of senior management, and more importantly in all cases equip managers and workforce to have authentic interactions and conversations with people, development insights and take action.

Time, energy and commitment

  • Culture change requires a strategic, long term perspective;
  • achievable goals must be realised; as any changes could be abandoned when the going gets tough; however
  • improvements can be made in the short-term, culture change requires a strategic, long-term perspective.

 

Adopt the 80/20 rule when it comes to changing processes.


  • Approach process and behaviour change at the same time but pick the processes that will have the biggest impact on the culture, while being the simplest to change; and most importantly
  • do not try and change everything at once, and be guided by employees as to which will have the biggest impact.

Measure what is changing and how it is changing

  • Use diverse channels to connect leadership to the frontline and seek honest feedback, from management, staff and investors;
  • work with clients to receive feedback and input for improvement;
  • use quantitative tracking to measure the extent of behavioural change; and
  • use online community forums to identify successes and barriers. 

 

The company will foster cultural awareness and understanding in all employees, suppliers, customers, subcontractors and other stakeholders. Where practicable, the company will provide information and assistance to customers on cultural issues arising from its products and services.

It is the policy of Lean Progression Ltd to report publicly on its cultural objectives and performances at regular intervals.





LPCP/CCP- Lean Progression Ltd – Cultural Change Policy updated version January 2016