Webinar On What it Really Needs to Change any Corporate Culture

Overview:

Culture is a set of common values and beliefs that drive people's behaviors. This definition delivers the root cause for the challenge of changing any corporate culture: the change requires the questioning of shared values and beliefs. Consequently, transforming any corporate culture means breaking paradigms, changing habits, implementing new routines, and establishing new experiences. The people's resistance can be substantial if you do not address cultural change effectively. Along the way, there are so many traps that nobody can be surprised by the high failure ratio.

In this webinar, we will address the key obstacles, uncover the main drivers, and deliver a powerful framework for successful and sustainable cultural change. We will challenge current paradigms and provide surprising insights into people's behaviors and motivation. Mastering cultural change has never been more important than today for any organization that wants to thrive rather than merely survive. 

Why should you attend:As CEO, Business Unit Head, or any leader, you know this: Your people's values, beliefs, and behaviors-what we call "corporate culture"-are the number one reason for failing strategy implementations and change initiatives, for stalled post-merger integrations, for lacking customer focus, for slow innovation, and for the best people leaving your company. In other words, your corporate culture is the key driver for the success or failure of your organization. Organizations with a high-performance culture are more profitable, grow at higher rates, and have more committed employees and more loyal customers. Ultimately, they have a higher impact on the world. 

If you have ever tried to change a corporate culture-no matter for what reason and regardless if for the entire organization or just a business unit or department-you know about the challenges connected to this goal. Changing the corporate culture seems to be the key challenge for most leaders on their route to growth and higher performance levels, no matter which industry or type of organization. On the other hand-now more than ever-we face an increasing need to create a corporate culture that supports and drives the highest performance in any given area. A high-performance culture becomes a key differentiator in the marketplace. So the decisive question is this: what do you really need to change your corporate culture sustainably, for the greatest benefit of your people, your customers, your shareholders, and yourself as a leader? 

Areas Covered in the Session:

What is your corporate culture anyway? How do you "assess" culture?

The power of momentum. How do we achieve escape velocity?

Who needs to change, the culture or your perception?

Too much theory, too little action. Practical tips that really work

Why each cultural change needs a powerful movement, and how you can generate it

Why do people hesitate to change? And when do they starve for change?

The seven key triggers for any lasting cultural change

The most important traps before and during the change

Get started: What to apply immediately the next day

Who Will Benefit:

CEOs

Business Unit Heads

All people in any Leadership Role

Change Agents

Operational Managers

Interested employees of all levels who want to drive lasting cultural change

Instructor:

Volkmar Volzke is a rare peak performance consultant, coach, and speaker who helps his clients achieve breakthrough performance gains in the shortest time possible. He partners with senior business executives to create sustained momentum for strategy execution, drive change projects to get results, and inspire employees for success. He has helped implement strategies, change corporate cultures, and improve performance at a full spectrum of organizations, including start-ups, mid-size companies, not-for-profit organizations, and Fortune 500 corporations. 

He has over twenty years of professional experience in different business roles, including strategic advisor and senior controller for large companies such as SAP and Siemens. He has managed strategy implementation and performance improvement projects in more than fifteen European countries, as well as set up operational improvement programs in Japan, the United States, and Latin America.

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