Harvard Business Review recently published an article citing systems implementation as the solution to organizational issues, rather than aiming to "fix" a corporation's culture.
The change in culture is an evolution spurred from structural and behavioral modification.
From Delta's Northwest acquisition to Ford's financial recovery, systems implementation has been shown to be an undeniable catalyst in culture change for improved performance.
Delta CEO Richard Anderson empowered division members to lead during its merger with Northwest, creating mutual trust among employees and executives. Alan Mullaly brought disparate Ford executives together to form a united organization, sidestepping bankruptcy and streamlining its product offering.
While an organization may seek to change culture with a quick fix, the focus is better suited on carefully created processes aimed at improving overall performance with employee morale in mind.
