Global financial crises, pandemics, global warming, royal commissions into finance and aged care. The lesson we are constantly being taught is that our world has become complex much faster than society’s capacity to deal with it. In the context of our organisations and institutions, when the rate of change of the external world exceeds the ...
In 2017, Adaptive Cultures launched its first Practitioner Development Program, a vision which had been gestating for over 5 years. Over the period since 2017, the Program has grown to become an international event, with people participating in the most recent program from across Asia, Europe and Australia. The groups who come together are typically ...
For several years, Adaptive Cultures have been conducting a Development Program for culture practitioners and building a community to co-learn and evolve as practitioners. The key intentions of these are to build capacities necessary for the 21st century challenges that are upon us in order to influence the potential future of our communities, our industries and ...
A simple pop quiz to start this week’s article. When you have been through a transformational change in an organisation, where has your organisation focused its attention: a. Structural evolution – transforming processes, systems, structures and planning cycles that enhance ways of working and better enable the organisation’s aspirations b. Social evolution – transforming ways ...
“The limits of my language means the limits of my world” Ludwig Wittgenstein In Adaptive Cultures’ work across many organisations, one of the standout indicators of the cultural maturity of an organisation is the type of language used. Language gives a very powerful lens to the collective worldviews, beliefs and ways of working within an ...
Creating a culture of customer centricity is at the core of many organisations’ espoused values and focus. Yet for many organisations that espouse customer centricity, this is still a holy grail. As consumers, Adaptive Cultures often identify areas where businesses we buy from could very easily disrupt their industry, by paying greater attention to the ...
“Never leave your dog to guard your food” ~ child wisdom quotes The findings from the Royal Commission continue to shock and surprise. While the obvious response could be to strengthen regulation, and tighten compliance, this may not be in the best interests of the industry, of shareholders or of customers. In this article, Adaptive ...
The work of cultural transformation is deeply complex with a great deal of uncertainty and ambiguity. While it is essential for any transformation to be championed and role modelled from the top, it also requires a strong network of people at multiple levels within and across an organisation to be able to sustain significant change. ...
The personal growth of leaders and culture practitioners is one of the central themes of the Adaptive Cultures approach. We have found that as leaders and culture practitioners deepen their personal growth, they exponentially increase their capacity to influence the systems they work within. As Bill O’Brien, former CEO of Hanover Insurance once said – ...
In the previous 2 articles, we considered under what circumstances to accelerate culture transformation and when it is necessary to slow down in order to speed up. In this article, we explore under what circumstances it is necessary to hold ground and embed organisational learning, in order to maintain the momentum for culture evolution. There is a ...
