Purpose and benefits

Corporate cultures are the major obstacles to successful change and must themselves change.
Organisational obstacles can be changed far more easily than human psychology.
Human resistance can be readily overcome if four preconditions of change are met.
Cultural change should embody a major shift of emphasis from looking inwards to looking outwards.
Many cultural change programmes are constructed the wrong way around—culture first, behaviour second.
Pro-active cultural management bars obstructive behaviours and, instead, supports, reinforces, and rewards constructive ones.
The leader’s personal behaviour must be consistent with the demands of cultural change.