Sometimes the problems seem obvious – and so do the solutions. But this can lead executive teams to:
Deal with surface level
symptoms rather than underlying causes
Implement solutions
that ignore the wider context
Fail to recognise
their own impact on the culture
Enter a cycle
of constantly budgeting to keep problems within an acceptable threshold
Overlook other
‘below the surface’ issues
Find themselves unable
to take a strategic approach to improving culture and performance
Achieve short term
'feel good’ improvements but feel frustrated when issues and not fully resolved or re-emerge
Compromise on cultural
improvement because positive and sustained change is so difficult to achieve
React to survey outcomes
(such as engagement surveys) that don’t address the real issues
