Cultural Change Concepts

Innovative management and agile processes have positive effects on the performance of the organisation in terms of quality cost, delivery and customer satisfaction. However, it is necessary to establish organizational infrastructures which required for effective lean implementation and continuation (Fatma, 2015). The Cultural Web, developed by Gerry Johnson and Kevan Scholes in 1992, provides one such approach for looking at and changing your organization’s culture. Using it, you can expose cultural assumptions and practices, and set to work aligning organizational elements with one another, and with your strategy. These infrastructures must integrate cultural elements as illustrated in Fig. 3.1. The challenge to implement and sustain innovative and agile management processes lies in the need to identify the organizational culture infrastructure that will allow this system that was first used by Japanese firms to operate well in other organizational contexts. The values and norms that underlie lean processes may create conflict with the culture that already exists within the organization; such divergence retards adoption and performance (Helmold & Samara, 2019). Johnson and Scholes identified six distinct but interrelated elements which contribute to what they called the “paradigm”, equivalent to the pattern of the work environment, or the values of the organisation. They suggested that each may be examined and analysed individually to gain a clearer picture of the wider cultural issues of an organisation. The six contributing elements (with example questions used to examine the organisation at hand) are as follows: