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COMMITMENT TO CULTURAL CHANGE

Intangible though it might be, an organisation's culture is one of its most important assets. Business values and ethics, customer focus, management style, internal communications, staff attitudes, pride and empowerment; these and a lot more, shape the culture in a business.


However cultural shift cannot be ignored or neglected since a harmonised culture is the very bedrock on which any integrated supply network is based.


A commitment to cultural change, therefore is a very important constituent of the TEAM-UP Charter. However, due to its idiosyncratic nature, this qualitative aspect of the Charter is largely self-directed. Nonetheless, a TEAM-UP participant’s adherence to a programme of cultural reform forms a significant part of the TEAM-UP Peer Review process. For Peer Review purposes the candidate company’s commitment to cultural reform will be assessed on the basis of the well known “Elephant Test” which applies to situations in which an idea or thing "is hard to describe, but instantly recognizable when spotted"*


*for example see the legal case of Cadogan Estates Ltd v Morris, where Lord Justice Stuart-Smith referred to "the well known elephant test".


All Corporate Cultures are Different

Although corporate culture can be changed there are many reasons why the change processes involved do not lend themselves to a prescriptive or 'one-size-fits-all' approach.

First of all, the very nature of corporate culture, characterised by its invisible omnipresence and deep entrenchment, means that it can't simply be traded in like a used car.

Organisational culture embraces a combination of the rational with the emotional and for every single company this 'corporate personality' is totally unique. All businesses are different, be it type, size, business model, history, location, management style, strategic goals, structure, resource base and time-horizons - and these differences mean that the process of cultural change will always vary in character between different organisations.