Achieving the Best Effect—When and Where to Use Them?

Culture Hacks are considered in this book as an integrated instrument of cultural change. Of course, an isolated approach is also possible, but it does not lead directly to the desired corporate culture in a goal-oriented manner. If you want to use Culture Hacks systematically, it is recommended to follow a certain logic. On the one hand, the occasions are to be structured, in which situations are which Culture Hacks promising? On the other hand, the different types of Culture Hacks are then to be evaluated for their potential, corresponding candidates can be distilled and the use in practice can be planned in a roadmap. Finally, it remains important to evaluate the prerequisites and, if necessary, optimization measures. On the one hand, the organizational maturity should be such that Culture Hacks can be introduced and the organization can absorb them. On the other hand, the personal maturity of both the bringer and the receiver should be considered. It is important to consider whether the chosen Culture Hacks can be introduced safely and sovereignly. Only after these conditions have been met should the implementation be started. Because Culture Hacks can indeed massively irritate corporate culture, collateral damage is also possible if too little attention is paid to the conditions of use. The discussion of these conditions is part of this chapter.