Cultivating an Agile Culture in a Virtual Environment

Hace unos meses terminé una sesión con un equipo de ejecutivos comerciales de una institución financiera mediana. Dos días intensos: cómo prospectar, cómo estructurar conversaciones centradas en el cliente, cómo crear valor en cada interacción. El grupo salió inspirado del taller.

Tres semanas después le pregunté a uno de los mejores participantes sobre cómo le había ido aplicando las nuevas herramientas. Me miró un segundo y me dijo, con total honestidad:

“La verdad... la semana siguiente fue igual que siempre, volví al viejo sistema”

El entrenamiento de capacidades es  necesario. Pero sin una cultura comercial que lo sostenga, es un esfuerzo poco  rentable para las empresas.

1.   Las capacidades sin contexto no sobreviven al día a día

Un ejecutivo de ventas puede salir de un taller sabiendo exactamente qué preguntar, cómo estructurar una conversación de valor, cómo posicionarse como asesor estratégico en lugar de vendedor de productos. La semana siguiente, el peso de las métricas de corto plazo, la presión por resultados y las urgencias del día a día terminan arrastrándolos de vuelta a la rutina de siempre.

McKinsey (2024) encontró que más del 70% de las iniciativas de transformación comercial no logran sus objetivos — y la principal causa no es el diseño del programa, sino la falta de condiciones organizacionales para sostener los nuevos comportamientos.

El problema no es el taller. Es lo que existe o no existe en la realidad de la estructura comercial.

2.   El cambio requiere alinear seis pilares

Lo que diferencia a las empresas que realmente transforman su modelo comercial de las que solo capacitan, está relacionado con seis pilares que operan simultáneamente.

1.    Patrocinio de la alta dirección que empodera en lugar de solo exigir

2.    Disciplina en gestión de cuentas/clientes estratégicos, con metodología y seguimiento

3.    Conversaciones centradas en el cliente, no en el portafolio de productos

4.    Cada interacción con relevancia estratégica, preparadapara crear valor medible

5.    Nuevos comportamientos integrados al ritmo operativodiario y la cadencia del negocio

6.    Líderes comerciales presentes que sostienen la cultura, no solo la expresan

Cuando falta uno, los demás no escalan y terminan provocando un círculo vicioso.

3.   El liderazgo que sostiene vale más que el que exige

El patrocinio de la alta dirección y la presencia de los líderes comerciales sonlos pilares que más frecuentemente fallan. No porque los líderes no crean en el cambio, sino porque el día a día los jala de vuelta a revisar resultados, no a construir comportamientos.

Gartner (2024) señala que los equipos comerciales cuyos líderes hacen coaching activo y visible tienen hasta un 28% mayor probabilidad de adoptar nuevos comportamientos de manera sostenida.

El entrenamiento define el rumbo y entrega el mapa; el liderazgo es lo que realmente ayuda a navegar y sostener el cambio.

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Conclusión

Si tu empresa está invirtiendo en transformar la forma en que sus equipos comerciales se relacionan con los clientes, la pregunta ya no es si el entrenamiento funciona. La verdadera pregunta es: ¿qué tan preparada está la organización para sostener el cambio?

Porque el talento existe. Las habilidades se desarrollan. Pero la cultura no se improvisa; se construye todos los días, con liderazgo, alineación y consistencia.

¿Cuál de estos seis pilares es hoy el más débil en tu organización?

In Part 1, I told you about the three decisions we made two years ago and the simulation flywheel that produced our first Applied AI diamond.

Here’s the field-notes version.

Over 80% of our global business have now adopted a new Applied AI approach for doing simulations in the first eight weeks, across 24 countries and every practice.

‍The flywheel didn’t stop with simulations. It moved into finance, sales enablement, legal, operations, and client delivery. Teams started building agents and bringing them onto their own org charts. We didn’t plan for any of that. We built the conditions for people to find their own breakthroughs.

What it felt like inside the flywheel.

When the simulation team went live with their first clients on the new way of working, the lead person hit a wall. Their words:

“You’re asking too much. You’re making me be a full-stack developer. Up until this point I did a small part, and I sent it to the team, and they built off the back end, and they brought it back. And now I have to end-to-end soup to nuts, basically alone.”

There was graphic UI work nobody had been trained for, the fear of delivering quality below what BTS expects of itself, and the weight of not having a playbook. This was not the joyful adoption story most consultancies tell.

Then something shifted. Six members showed up for product testing, where the usual was two or three. The work created teamwork I hadn’t seen at BTS in years. The breakthrough was not an instantaneous change from skepticism to celebration. It was a breakdown in confidence, then rally, then bonding. If we didn’t make room for the breakdown, we would have lost the rally.

The other breakthrough was global teamwork; not yet a BTS core strength. Our culture is beautiful: high-freedom and entrepreneurial. But people’s first identities are to their countries. Almost every prior attempt we’ve made at a global initiative has failed. The one exception was Covid. So, when I say what happened next surprised me, I mean it.

I asked to join the simulation team’s Slack channel rather than pulling them into status meetings. What I got to watch in the mornings was someone in South Africa waking up, posting “I tried this and got stuck,” then London adding on, then San Francisco weighing in, then a surprise breakthrough overnight from Tokyo. We didn’t engineer that. Curious and determined BTS’ers did. The problem was interesting enough that the org chart didn’t matter. It was amazing to see and a glimpse into the next evolution of the BTS culture.

The pattern: Explore, expand, institutionalize, renew.

What we’ve now seen play out, both inside BTS and with clients, follows the same four-step pattern. Each step asks a specific decision of the leader.

Explore.

Stay stubborn on the aspiration and fluid on the path. Our breakthrough wasn’t the path we originally took. We changed tools and approaches. Nobody could have foreseen that. And if the team had taken the first six months of learnings from AI as their definitive “this is the detailed path we will follow,” we never would have gotten the disruption. Five different tool combinations were tried before we found the one that worked. Companies that lock into a single path or tool too early are betting against compounding capability that doubles roughly every seven months. That is not a bet I’d take.

Expand.

Run the old way and the new way side by side. When the simulation team’s breakthroughs got real, the instinct was to retreat into more internal testing. We did the opposite. They ran old way and new way in parallel on 6 or 8 live client projects across all three geographies. Every single one ended up going live the new way. The backup was always there. They didn’t need it.

Institutionalize.

Burn the boats. The simulation team committed that no new client work would be done the old way after January 1. The other practice leads then committed to dates within Q1, even though most of them had not yet experienced the new way themselves. They had to trust their colleagues. If you can do it for the most complex thing, you could probably do it for the less complex ones. By February 15, we had approaching 90% global adoption across 24 countries, across all practices. I was shocked and proud. We had spent years failing at exactly this kind of global rollout.

Renew.

Treat your agents as contractors. People on our diamond teams are now managing 30+ agents they built themselves. Our teams give agents performance feedback. We terminate their contracts when they don’t deliver. We expand the responsibility of agents when they outperform. The frontier question we’re wrestling with now is token budgeting. Two friends of mine running engineering-heavy companies believe that within 6 - 9 months, their token cost per engineer will exceed the cost of the engineer. Whether that’s the right framing is open. The question is real, and every CEO will be asked some version of it within the year.

What had to be true for this to scale.

Once we achieved this amazing global innovation, the leadership sat down to figure out what made it work. We named five things. None of them were about the technology.

Real pain points as the starting point. We had so many people frustrated from those ways of working, all the back and forth and all the wasted time, that this was gold for them. The old way was already painful. The new way wasn’t a forced disruption; it was relief. Find the workflow where the pain is loudest and start there.

The diamond unlocked creativity, it didn’t constrain it. This was the most differentiated insight, and the one most leaders miss. It wasn't "here's the new tasks and rules." It was, "once you learn how to do this, the sky's the limit. You can be even more creative." If your rollout feels like a new set of rules constraining your people, you’ve built the wrong thing.

Pair deep expertise with fresh eyes. The disproportionate share of our breakthroughs came from a tenured tinkerer with total command of the work, paired with someone new to the role who hadn’t yet built the muscle memory of how it had always been done. Without that pairing, you get incremental improvements to the work you already know how to do, instead of a reinvention.

Refuse the “people are too busy” reflex. When I brought the rollout to the global leadership team, the excuses came fast. “Our people are too busy. They’re burnt out. Q1 is going to be busy. No one’s going to have time.” My response: “This is a chance to eliminate the tasks you dread and expand what you love. I know it is a short push of extra work, and I think after the fact you and your team will feel joy and pride and say it was the best time we ever spent.” This is the moment most AI rollouts die.

Senior leaders must lead by example and do the work themselves. This is not middle manager’s job. This is not something you delegate. Even though you don’t build simulations anymore, you must know what this is. One of our partners proactively put time on senior leaders’ calendars and forced them to do the work. Once they started building, the excitement grew, and they could advocate for the rollout because they understood it. If your executives haven’t put their hands on the keyboard, you don’t have a rollout. You have a memo.

What we’re seeing across clients.

We’re now running this play with client organizations across industries and geographies. The companies whose flywheels are accelerating paired their A-players with their early-career talent, pulled IT and legal into the working sessions, refused the “too busy” reflex, and put their senior leaders’ hands on the keyboard. The companies whose flywheels are stuck almost always have a leadership pattern at the center of the stall. Not a tooling pattern. Not a governance pattern. A leadership pattern.

If this resonates, let’s talk.

If you read Part 1 and asked yourself whether your flywheel was turning, the question I’d add now is sharper: do you have the conditions in place for a diamond to appear? If yes, you’re already moving. If no, the technology will not save you.

Here's where we're starting with clients: a working session, half day to a full day, with a small group that owns one of your highest-friction processes. Together we map where your first diamond is most likely to land, how to set up the side-by-side trial, and what your version of "burn the boats" should look like.

The destination, if we do this right, is a self-reliant culture of applied AI inside your company. 5, 10, 15 diamonds compounding into a fundamentally different way of operating. From what I have experienced this is a once in a career opportunity for dramatic shareholder value creation if you get that muscle going. I say that because I'm watching it happen, in real time, inside our own company and across our client base.

If you want to get your flywheels spinning and map your first diamond, start here. Bring your hardest workflow. We'll bring the playbook.

You already know strategy matters. You’ve likely spent months—maybe years—crafting one that’s bold, clear, and built to win. But when progress stalls, the issue often isn’t the strategy itself—it’s whether the organization can move with it.

That’s where culture comes in.

The culture that once fueled your success may no longer be fit for what’s next. And even if things look fine on the surface, early signals might be telling a different story—signs your culture isn’t accelerating your strategy the way it used to.

Culture is what turns intent into impact. It’s not the values on the wall or the message at a town hall—it’s the unwritten rules that shape how people decide, collaborate, and lead. It’s how things really get done.

When those patterns align with your direction, momentum builds. When they don’t, even the best strategy struggles to stick.

→ Let’s chat about leveraging culture to manage change fatigue at your organization.

You see it in:

• The stories people tell about what gets rewarded
• The choices teams make under pressure
• The habits that show up when no one’s watching

And in the everyday:

• How decisions get made
• How people collaborate
• How accountability is managed
• How change is received

If your strategy has shifted but progress still feels stuck—or strained—it’s worth asking:

Is your culture still serving your business, or is it starting to slow you down?

A case in point

Two years ago, BTS partnered with a global organization that had just launched an ambitious growth strategy. Excitement was high—but results didn’t follow.

Leaders were frustrated by a lack of speed and ownership. Employees said they didn’t feel empowered. The word that kept surfacing? Bureaucracy.

That term became a catch-all for inefficiency, but no one could quite define it. So we helped them unpack what was really going on:

• Unclear decision rights
• Too many committees for too many decisions
• Outdated knowledge-sharing systems
• Manual processes slowing everything down

We visualized the findings in a “bureaucracy tree” to connect the dots. That clarity helped leaders prioritize where to focus first. And that’s when momentum returned.

The power of pivotal moments

The breakthrough didn’t start with a bold new initiative. It started with a shift in focus—from broad ideas to specific moments.

We worked with leaders to identify the everyday situations where culture is shaped and signaled: subtle, unscripted moments that reflect what’s truly expected and rewarded.

• A decision point with no obvious answer: do we act, or wait for perfection?
• A team member hesitates: do we jump in to solve, or create space for them to step up?

When leaders could name these moments, they could begin to shape them—making small, deliberate choices that sent a different signal. These weren’t one-time actions. They were repeatable patterns, practiced consistently.

And they’re just as available to you. Start by asking: where are the moments I tend to default to safety, silence, or control? And how could I begin to respond differently to shift the story?

Breaking old habits and building new ones

With these pivotal moments in mind, the leadership team reflected on their own patterns. How were they showing up? What were they reinforcing?

They focused on three shifts:

1. Stop reinforcing slow, complex decision-making
2. Start modeling clarity, ownership, and speed
3. Shift systems that quietly rewarded caution over empowerment

These weren’t abstract goals. They were grounded in real behaviors:

• How many people are involved in a decision?
• Are roles and responsibilities clear?
• Are our tools helping—or slowing us down?

By focusing on what people could see, track, and practice, change became tangible. It gave people something to act on—and believe in.

Scaling change through experimentation

The organization didn’t treat culture change as a campaign. They treated it as a learning process.

Top leaders ran small, coordinated experiments—turning abstract values into visible behaviors.

In one experiment, leaders committed to returning authority to managers who had “delegated decisions up” to them. In another, they redefined decision rights to cut through ambiguity and accelerate action.

These weren’t pilots. They were deliberate repetitions of new behaviors, designed to build muscle memory across the organization.

The results:

• Decisions moved faster
• Long-stalled initiatives were shut down
• A new product feature launched in half the usual time
• Employees reported feeling more empowered and accountable

If you’re wondering what this could look like for your organization, start here: What’s one behavior you could test out—or let go of—for a week? What’s one decision you could delegate? One moment you could coach instead of solve?

That’s how momentum builds—quietly, visibly, and fast.

Four common patterns to surface

Now that you’ve seen how small cultural habits shape (or stall) strategy, the next step is to spot where those habits are hiding in your organization. Here are four patterns we often see when momentum is missing—along with what they may be signaling.

   Element of Culture What It Shapes What It Might Look Like Today Why It Might Be Time to Rethink     Decision making Speed, ownership, and accountability Teams slow down not because the path is unclear, but because they’re unsure who’s empowered to choose it. Decisions stall in ambiguity—or escalate unnecessarily. Legacy approval structures often reflect yesterday’s risks. Today’s pace requires alignment over consensus, and trust in judgment at every level.   Meeting norms Focus, decision velocity, and participation Meetings are packed with updates, but few decisions get made. Real conversations happen in sidebars—after the meeting ends. When meetings become status dumps, they signal that the real work happens elsewhere. Reclaim meetings for collaboration and visible decisions to shift how teams show up—and move with more speed.   Leadership modeling Credibility and cultural integrity Leaders talk about agility or empowerment—but in high-stakes moments, default to control, caution, or top-down decisions. Culture isn’t shaped by slides—it’s shaped by what leaders do when it counts. If words and actions diverge, people follow the behavior. Find misalignments and try a new tack.   Feedback Learning, adaptability, and momentum Leaders see something misaligned—but let it go to avoid discomfort or protect relationships. Feedback is delayed, diluted, or disappears. Without feedback, small misalignments calcify. Cultures that learn fast don’t wait—they normalize feedback as a lever for shared growth.    

Which one shows up most in your team? That’s your next pivotal moment.

Shining a flashlight on your invisible “monsters”

When it comes to culture, the hardest part is often what you can’t see—or don’t know how to name.

Think back to childhood. Most of us, at some point, were convinced there was a monster in the closet or under the bed. In the dark, a pile of clothes becomes something menacing. A shadow turns into something to fear.

But then the light comes on. You see clearly. The fear fades. What once felt huge and scary becomes harmless—even a little silly.

That’s what culture can feel like inside an organization. Bureaucracy. Resistance. Complexity. These forces seem big and hard to define. They slow us down and sap momentum. But more often than not, they’re just old habits and assumptions lurking in the dark.

When leaders learn to spot the subtle, pivotal moments that shape behavior, they turn the light on. What felt intangible becomes specific. What felt impossible becomes actionable.

You don’t need a total reinvention. You need clarity—a way to see what’s really happening and where to shift, simply and deliberately.

When to bring in reinforcement

Not every culture challenge needs an outside partner. But some moments call for reinforcement—especially when change needs to stick at scale.

At BTS, we help organizations turn invisible cultural friction into visible forward motion. Whether you’re shaping a new strategy, integrating after a merger, or building a leadership culture that unlocks ownership—we help leaders shift from insight to impact.

Here are a few signs it might be time to partner

• You’ve named the strategy—but execution keeps stalling.
• You see the issues—but can’t align on how to shift behaviors.
• Leaders are bought in intellectually, but behavior hasn’t changed.
• Teams say the right things—but culture feels stuck in old habits.

If you’re facing one of these moments, it’s not a failure—it’s a signal. The good news? You don’t have to tackle it alone.

Let’s talk about what it would take to move from insight to sustained culture change.

Hace unos meses terminé una sesión con un equipo de ejecutivos comerciales de una institución financiera mediana. Dos días intensos: cómo prospectar, cómo estructurar conversaciones centradas en el cliente, cómo crear valor en cada interacción. El grupo salió inspirado del taller.

Tres semanas después le pregunté a uno de los mejores participantes sobre cómo le había ido aplicando las nuevas herramientas. Me miró un segundo y me dijo, con total honestidad:

“La verdad... la semana siguiente fue igual que siempre, volví al viejo sistema”

El entrenamiento de capacidades es  necesario. Pero sin una cultura comercial que lo sostenga, es un esfuerzo poco  rentable para las empresas.

1.   Las capacidades sin contexto no sobreviven al día a día

Un ejecutivo de ventas puede salir de un taller sabiendo exactamente qué preguntar, cómo estructurar una conversación de valor, cómo posicionarse como asesor estratégico en lugar de vendedor de productos. La semana siguiente, el peso de las métricas de corto plazo, la presión por resultados y las urgencias del día a día terminan arrastrándolos de vuelta a la rutina de siempre.

McKinsey (2024) encontró que más del 70% de las iniciativas de transformación comercial no logran sus objetivos — y la principal causa no es el diseño del programa, sino la falta de condiciones organizacionales para sostener los nuevos comportamientos.

El problema no es el taller. Es lo que existe o no existe en la realidad de la estructura comercial.

2.   El cambio requiere alinear seis pilares

Lo que diferencia a las empresas que realmente transforman su modelo comercial de las que solo capacitan, está relacionado con seis pilares que operan simultáneamente.

1.    Patrocinio de la alta dirección que empodera en lugar de solo exigir

2.    Disciplina en gestión de cuentas/clientes estratégicos, con metodología y seguimiento

3.    Conversaciones centradas en el cliente, no en el portafolio de productos

4.    Cada interacción con relevancia estratégica, preparadapara crear valor medible

5.    Nuevos comportamientos integrados al ritmo operativodiario y la cadencia del negocio

6.    Líderes comerciales presentes que sostienen la cultura, no solo la expresan

Cuando falta uno, los demás no escalan y terminan provocando un círculo vicioso.

3.   El liderazgo que sostiene vale más que el que exige

El patrocinio de la alta dirección y la presencia de los líderes comerciales sonlos pilares que más frecuentemente fallan. No porque los líderes no crean en el cambio, sino porque el día a día los jala de vuelta a revisar resultados, no a construir comportamientos.

Gartner (2024) señala que los equipos comerciales cuyos líderes hacen coaching activo y visible tienen hasta un 28% mayor probabilidad de adoptar nuevos comportamientos de manera sostenida.

El entrenamiento define el rumbo y entrega el mapa; el liderazgo es lo que realmente ayuda a navegar y sostener el cambio.

‍

Conclusión

Si tu empresa está invirtiendo en transformar la forma en que sus equipos comerciales se relacionan con los clientes, la pregunta ya no es si el entrenamiento funciona. La verdadera pregunta es: ¿qué tan preparada está la organización para sostener el cambio?

Porque el talento existe. Las habilidades se desarrollan. Pero la cultura no se improvisa; se construye todos los días, con liderazgo, alineación y consistencia.

¿Cuál de estos seis pilares es hoy el más débil en tu organización?

É possível mudar a cultura de uma organização?

Hoje em dia, poucas organizações não estão envolvidas em um (ou vários) processos de transformação cultural. Novas formas de trabalhar em organizações mais horizontais e adaptativas, melhorias na cultura de segurança, orientação ao cliente, transformações nas áreas comerciais e excelência operacional, entre outros.

E é aqui que surge uma das grandes perguntas:

É possível mudar a cultura de uma organização? E, se sim, como fazer isso?

Para ajudar a responder a essas perguntas—frequentes entre nossos clientes e amplamente discutidas—gostaria de compartilhar o que aprendemos na BTS ao longo dos últimos 38 anos sobre o que funciona e o que não funciona (até agora, pois em transformação cultural estamos sempre aprendendo).

A boa notícia é que a resposta é sim.

A dificuldade está na segunda pergunta: como fazer isso?

Um projeto? Uma iniciativa?

Um ponto importante é que a transformação cultural não é um projeto com início e fim, mas sim um processo contínuo e em evolução. Isso muitas vezes gera tensão em organizações acostumadas a uma lógica de projetos.

O que é crítico e frequentemente ignorado?

Existem elementos que, quando considerados e aplicados corretamente, tornam a transformação muito mais eficaz. No entanto, muitas vezes são ignorados.

Esses elementos são:

• Envolver as pessoas. Quanto maior o envolvimento em todos os níveis, maior a probabilidade de implementação das mudanças.
• Tornar a mudança tangível e vivida no dia a dia, conectando teoria e prática. Transparência é fundamental.
• Toda mudança tem impactos positivos e negativos — ambos devem ser comunicados com clareza.
• Mudança cultural exige tempo e transformação de mindsets e estruturas organizacionais.
• A cultura deve estar conectada à estratégia.

Como estruturamos a transformação cultural?

Nosso modelo se baseia em quatro etapas: definir resultados, criar líderes de mudança, incorporar mudanças e sustentar novas formas de trabalho.

1. Definir resultados

O primeiro passo é estabelecer resultados claros e alinhamento executivo. É necessário conectar propósito, visão e objetivos organizacionais.

Ações:

• Coleta de dados (entrevistas, focus groups, visitas)
• Diagnósticos culturais
• Definição de expectativas (Leadership Profiles

2. Criar líderes de mudança

Todos os líderes devem atuar como agentes de mudança. É fundamental engajá-los emocional e racionalmente.

Ações:

• Programas de liderança
• Playbooks
• Feedback contínuo

3. Incorporar mudanças

É essencial transformar mentalidades e sistemas organizacionais.

Ações:

• Coaching
• Sprints culturais
• Cascata organizacional
• Avaliações comportamentais

4. Sustentar o novo modelo

Garantir continuidade através de redes, dados e suporte contínuo.

Ações:

• Integração com processos de talento
• Uso de IA no dia a dia
• Monitoramento da transformação
• Comunidades de prática

A importância de ser paciente e impaciente ao mesmo tempo

Transformações culturais são complexas e não têm fórmula única.

Ser estrategicamente paciente e taticamente ágil é essencial para ajustar e evoluir continuamente.

Esse equilíbrio permite transformar a jornada em algo positivo e sustentável.

Este é apenas um resumo.

Se quiser aprofundar com exemplos e práticas:

Baixe o PDF completo e acesse todo o conteúdo.

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Si può cambiare la cultura di un’organizzazione?

Oggi, poche organizzazioni non sono immerse in uno (o più) processi di trasformazione culturale. Nuovi modi di lavorare in organizzazioni più piatte e adattive, miglioramenti nella cultura della sicurezza, orientamento al cliente, trasformazioni delle aree commerciali e miglioramento dell’eccellenza operativa, per citarne alcuni.

Ed è qui che nasce una delle grandi domande:

Si può cambiare la cultura di un’organizzazione? E, se sì, come si fa?

Per aiutare a rispondere a queste domande—che i nostri clienti ci pongono spesso e su cui esiste molta letteratura—vorrei condividere ciò che in BTS abbiamo imparato negli ultimi 38 anni su ciò che funziona e ciò che non funziona (finora, perché nel cambiamento culturale non si smette mai di imparare).

La buona notizia è che la risposta alla domanda se si possa cambiare la cultura di un’organizzazione è sì.

La difficoltà sta nel rispondere alla seconda: come si fa?

Un progetto? Un’iniziativa?

Un aspetto importante da considerare è che i processi di cambiamento o trasformazione culturale non sono progetti con un inizio e una fine; sono processi in continua evoluzione. Questo spesso genera tensione nelle organizzazioni abituate a un approccio basato sui progetti.

Cosa è critico e spesso viene ignorato?

Esistono diversi elementi che, se considerati e utilizzati correttamente, rendono gli sforzi di trasformazione molto più efficaci. Purtroppo, spesso vengono ignorati.

Questi elementi critici sono:

• Coinvolgere le persone. Più le persone (a tutti i livelli) sono coinvolte nella trasformazione, maggiori sono le probabilità che implementino i cambiamenti richiesti.
• Per comprendere il cambiamento, bisogna renderlo tangibile e sperimentarlo. Ciò significa collegare il quadro teorico alle azioni quotidiane. Spiegare il quadro completo con trasparenza è fondamentale.
• Tutti i cambiamenti portano aspetti positivi, ma anche impatti negativi. Spiegare il quadro completo con trasparenza è fondamentale.
• Cambiare la cultura richiede tempo e implica identificare e modificare i “mindset” e le strutture quotidiane (simboli) che definiscono come si fanno le cose nell’organizzazione.
• La cultura deve essere fortemente connessa alla strategia.

Come consigliamo di strutturare i processi di cambiamento culturale?

Il nostro approccio si compone di quattro fasi: definire i risultati, creare leader del cambiamento, incorporare i cambiamenti chiave e sostenere i nuovi modi di lavorare.

1. Definire i risultati

Il primo passo in qualsiasi processo di trasformazione è stabilire risultati chiari. È fondamentale identificare i driver della trasformazione e definire i risultati desiderati in modo da ottenere un vero allineamento a livello esecutivo. Man mano che si procede, è necessario collegare lo scopo e la visione, comprendendo da dove si viene, dove si è e dove si vuole andare. Inoltre, è essenziale collegare la trasformazione agli obiettivi organizzativi.

Alcune azioni rilevanti in questa fase sono:

• Raccolta di informazioni (interviste, focus group, visite operative, …)
• Diagnosi culturali
• Definizione delle aspettative (Leadership Profiles

2. Creare leader del cambiamento

In BTS crediamo che tutti i leader siano anche leader del cambiamento. Adottare una mentalità da “leader del cambiamento” richiede che i leader sperimentino e vedano ciò che ci si aspetta da loro. Fin dall’inizio è fondamentale promuovere l’azione attraverso il “lavoro reale”, come stabilire nuove priorità e comunicare in modo trasparente ed efficace.

I leader devono essere coinvolti (emotivamente e razionalmente) nel cambiamento e devono capire come possono influenzare la cultura attraverso azioni concrete quotidiane.

Infine, è necessario fornire supporto continuo per i cambiamenti più difficili di mentalità e comportamento e raccogliere feedback su ciò che funziona e ciò che non funziona in questa fase.

Alcune azioni rilevanti in questa fase sono:

• Sviluppo di playbook per ruoli critici
• Implementazione di programmi di leadership e cambiamento
• Feedback loops con i livelli esecutivi

3. Incorporare i cambiamenti chiave

Per ottenere un cambiamento significativo, è essenziale identificare i modelli mentali attuali e introdurne di nuovi che supportino lo stato desiderato. Creare routine e simboli che rafforzino il cambiamento, così come identificare processi, pratiche, eventi o norme ancorate ai vecchi modi di lavorare, è fondamentale.

Co-creare nuovi modi di lavorare per un’attivazione immediata aiuta a consolidare questi cambiamenti. Con il progresso, modificare sistemi e processi che supportano e rafforzano i cambiamenti è essenziale per il successo a lungo termine.

Alcune azioni rilevanti in questa fase sono:

• Coaching per leader
• Cultural sprints
• Cascading del cambiamento nell’organizzazione
• Assessment per misurare i cambiamenti comportamentali

4. Sostenere i nuovi modi di lavorare

Il cambiamento non è solo uno sforzo individuale, ma anche un fenomeno sociale. Per questo è necessario creare reti sociali che supportino i cambiamenti di mentalità e comportamento. Interventi con supporto individuale per ruoli critici e momenti specifici, così come l’integrazione dei nuovi modi di lavorare, garantiscono la continuità del cambiamento.

Infine, è necessario utilizzare i dati per analizzare ciò che funziona e ciò che non funziona, permettendo di definire nuove azioni e interventi.

Alcune azioni rilevanti in questa fase sono:

• Integrazione dei playbook nel ciclo di talent management
• Pratica dei nuovi comportamenti con bot basati su IA
• Creazione di un ufficio per monitorare il cambiamento e definire nuove azioni
• Creazione e lancio di Comunità di Pratica (CoP)

L’importanza di essere pazienti e impazienti allo stesso tempo

I processi di trasformazione culturale sono tra i più complessi, poiché non esiste una ricetta unica.

Essere strategicamente pazienti (con risultati chiari ed evitando cambiamenti erratici), ma tatticamente impazienti (agendo nelle fasi descritte e adattando in base a ciò che funziona e ciò che non funziona) è fondamentale.

Questo approccio permette di trasformare questi percorsi in esperienze arricchenti per l’organizzazione, e non in processi dolorosi che lasciano cicatrici nella memoria collettiva.

Questo è solo un riassunto.

Se vuoi approfondire l’approccio completo, esempi e chiavi pratiche:

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