11/14/2023 0 Comments Your story hour great stories![]() ![]() But we found many of the business leaders we talked to, many of them were CEOs, some were like plant managers, or division general managers, or office managers of large offices. JAY BARNEY: I wouldn’t discount that there is a little bit of luck and timing in these things. Jay, glad to have you on the show.ĬURT NICKISCH: You spoke to dozens of CEOs, some who failed at changing their culture, those who succeeded, and it sounds like it’s more than just luck or random success. They also wrote the HBR article, “Create Stories That Change Your Company Culture”. He’s a coauthor, along with Manoel Amorim and Carlos Júlio, of the book, The Secret of Culture Change: How to Build Authentic Stories That Transform Your Organization. He’s a professor at the Eccles School of Business at the University of Utah, my alma mater. The takeaway is how they told stories to reinforce that shift, stories that circulated around the workplaces, because a lot of what creates a culture is the way that employees and managers talk to each other about each other, and about the company and what it does. ![]() It’s not easy to define, much less change.īut today’s guest has studied leaders who were able to change their culture to fit a new strategy. It’s not about what is written down on paper in HR documents. So the obvious thing to do is to change the culture, right? Well, we know that’s really hard. If it doesn’t fit the new strategy, you’re toast. But many times, those well-thought-out efforts end up falling flat. They come up with new strategies, they restructure, maybe even change industries, go digital. Many great companies set out to transform their businesses. He’s a coauthor, with Manoel Amorim and Carlos Júlio, of The Secret of Culture Change: How to Build Authentic Stories That Transform Your Organization and the HBR article “ Create Stories That Change Your Company’s Culture.”ĬURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. Barney explains the six rules of this practice that leaders need to follow. The new stories then emanate throughout the workforce and rewrite the old narrative. He says it’s not about making up stories but taking action - in authentic, yet theatrical and memorable ways. Jay Barney, professor at the University of Utah’s Eccles School of Business, studied leaders who successfully led culture change and found one thing in common: they created and spread stories. But employees usually resist change and stick to past norms. ![]() Many leaders realize they need to change their organization’s culture to save the business. ![]()
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