Uncommon sense: Landing the learning from your sales kickoff

Traditionally, Sales Kick-Offs (SKOs) were large, centralized gatherings, designed to align teams, spark momentum, and roll out the company’s go-to-market strategy. But as global businesses expanded, that one-size-fits-all approach began to show its limits.

Even before 2025, forward-thinking companies were experimenting with more localized formats to meet rising complexity and regional nuance. As international operations expanded, centralized SKOs began to strain under the weight of market variability, logistical challenges, and cultural differences. Regional activations emerged as a way to make strategy more relevant, and more actionable, at the local level.

Then came COVID-19. Travel restrictions, distributed teams, and new ways of working forced companies to reconsider the value, and feasibility, of large-scale gatherings. Virtual and regional alternatives emerged not just as stopgaps, but as smarter, faster, more focused activations.

That shift planted the seeds for what’s now taking hold: a hybrid model, where flagship events are amplified, not replaced, by a network of hyper-local strategy activations.

Why hyper-local SKOs have gained traction in 2025

Tighter budgets, tariff volatility, region-specific complexity, and faster-moving markets have made the traditional SKO model harder to justify, at least for now. But what’s emerging isn’t a downgrade. It’s a high-impact alternative built for today’s realities.

Hyper-local SKOs offer:

• Budget-conscious impact: Less spent on travel, more invested in enablement.
• Regional relevance: Local markets demand tailored approaches.
• Faster execution: Smaller events mean shorter planning cycles and more agility.
• Stronger engagement: Intimate settings foster real dialogue, trust, and retention.

Done right, hyper-local SKOs deliver sharper alignment, deeper enablement, and faster activation, without the logistical drag.

But this approach only works when it’s connected to something bigger:

• A clear, unifying story
• A strategy that flexes by region
• Tools and experiences that build competence, not just motivation

They’re not replacing the flagship event, they’re extending its reach, bringing strategy to life where performance happens in the field.

What to consider if you’re going local in 2026

1. Start with a unified strategy
   Without a cohesive message, fragmentation becomes a real risk. That’s why leading companies align early on messaging, strategic pillars, and storylines, then empower regional leaders to bring them to life in context.
   Centralized intent, decentralized delivery. That’s the sweet spot.
2. Use simulation and AI-enabled practice to scale what matters
   Smaller doesn’t mean shallower. Digital tools, like AI-powered practice platforms and immersive simulations, let teams stress-test decisions, sharpen skills, and internalize strategy.
   Instead of hearing strategy, reps experience it and leave ready to act.
3. Cut costs, without cutting connection
   The savings from reduced travel and venue spend are real, but the return comes from reinvesting in high-value enablement: stronger coaching, sharper content, localized insights, and sustained follow-through.
   Be thoughtful about how you redirect your budget. Spend to increase the outcome you desire.

1. Match the way your teams actually sell
   Modern GTM teams flex by region, segment, and product line. Hyper-local SKOs let teams focus on what’s actually happening in their markets.
   It’s not just about relevance, it’s about reps feeling seen and set up to win.
2. Create space for meaningful dialogue
   Large SKOs can default to performance over participation. Local formats flip the script. Smaller rooms enable deeper conversations and real-time alignment.
   Candor goes up. Trust goes up. Impact goes up.
3. Move faster, stay closer to the market
   Planning a traditional SKO can take six months or more. In a world where pricing shifts monthly and competition evolves weekly, that delay is a liability.
   Local events can launch quickly and adjust mid-stream, by design.
4. It’s not a replacement. It’s a complement.
   The flagship SKO still has value, especially to launch a new strategy or bring global teams together. But leading organizations are building a drumbeat of activation through local SKOs that reinforce, tailor, and sustain that initial momentum.
   Think about the tradeoffs and choose a flagship SKO versus localized experience based on the desired goal of the event.

Understand the risks and how to avoid them

Hyper-local SKOs bring opportunity, but also potential pitfalls if not well-integrated. Key risks include:

1. Fragmentation of message and priorities
   Without a strong central narrative, messaging drifts, and alignment erodes.
2. Uneven quality and experience
   When local teams aren’t equally equipped, outcomes vary. Some teams leave inspired. Others don’t.
3. Loss of cross-regional connection
   Flagship SKOs build culture through shared experience. Without intentional connection, silos can deepen.
4. Underinvestment in enablement
   If companies view local SKOs purely as cost-saving, they risk missing the moment to truly invest in seller capability.
5. Leadership misalignment
   If local and global leaders aren’t working from the same playbook, sellers get mixed messages, and lose confidence.

How to mitigate these risks:

• Anchor every SKO to a common strategic narrative
• Equip regional leaders with tools, training, and facilitation support
• Invest in shared enablement assets like simulations and AI tools
• Create cross-regional touchpoints to build culture and community
• Track impact and reinforce key messages over time

Finding new ways to perform and adapt

In a time of uncertainty, the best sales organizations aren’t pulling back on alignment, they’re finding new ways to deliver it.

Hyper-local SKOs offer a strategic evolution: reducing spend, increasing relevance, and accelerating execution.

It’s not just a budget decision.

It’s a better way to make what matters go further.

The question isn’t “What can we do with less?”

It’s “How do we get more out of every moment?”

In 2025, sales organizations are navigating more than just competitive landscapes. They’re contending with intensifying trade tensions, evolving geopolitical alliances, and the cascading effects of global tariffs. These forces aren’t abstract, they’re showing up daily in pricing pressure, delayed shipments, shifting forecasts, and customer churn. And they’re transforming how companies approach go-to-market strategy, starting with how they design and deliver their Sales Kick-Offs (SKOs).

Tariffs are no longer edge-case scenarios. They’re sending ripple effects across every link in the value chain. Sales teams are contending with pricing instability as supplier costs swing unexpectedly. Delivery timelines are harder to pin down. Customers are pushing back on cost hikes or walking away altogether. And forecasting? It’s become a moving target. What was once considered a background risk is now a central variable in sales planning.

In this climate of constant flux, SKOs are evolving from motivational moments into serious strategic platforms. Several themes are rising to the surface:

1. Redefining “adaptability” in sales strategy

Tariffs have amplified economic turbulence. With global cost structures in near-constant motion, organizations are being forced to sharpen how, and how fast, they respond. While “agility” has been a staple of business language since COVID-19, today’s landscape demands something deeper: adaptability built on scenario planning, data fluency, and customer-centered pivots.

Sales teams are being asked to do more than react. They’re adjusting pricing mid-cycle, sourcing new suppliers, and rethinking product priorities based on margin impact or availability. SKOs need to reflect this reality. It’s not just about preparing for change—it’s about practicing for it. Teams need exposure to the messiness of mid-quarter shifts, trade-offs across functions, and pressure-filled decisions that can’t wait.

2. Flexible pricing models are pushing teams to focus on customer value

As tariff-related costs climb, many companies are left with little choice but to raise prices. But doing so without a strong value narrative is risky, especially in a market shaped by caution, cost sensitivity, and competitive noise.

Sellers can’t afford to lead with price. They need to lead with relevance. That means helping customers connect the dots between solutions and the outcomes that matter to them—faster ROI, mitigated risk, and sustained performance. The more the landscape shifts, the more essential it becomes to differentiate through clarity and confidence, not discounts.

3. Relationship-building, referrals, and longer sales cycles

In unpredictable environments, trust becomes a competitive advantage. Tariffs introduce new friction—delivery delays, price changes, procurement constraints—that sellers must help customers navigate. As buyers face more internal scrutiny, decisions slow down. Sales cycles stretch. Consensus is harder to build.

All of this puts relationship quality front and center. Sellers who understand their customer’s world, anticipate challenges, and offer real partnership—not just pitches—are the ones who earn the right to stay in the conversation. Advisory behaviors and referral networks matter more than ever. Investing in long-term trust has become a short-term differentiator.

4. Shaking things up with cross-functional insights

The effects of tariffs aren’t siloed. They ripple through procurement, finance, operations, and strategy. Sales teams without visibility into those pressures risk overpromising or missing opportunities for smarter collaboration.

That’s why more organizations are bringing cross-functional voices into the SKO. Procurement leaders are spotlighting sourcing constraints. Finance is unpacking cost structures and trade-offs. Operations is clarifying where flexibility exists and where it doesn’t. These perspectives help sellers see the system they operate within and bridge the gaps that often slow down execution—from misaligned incentives to regional friction.

5. Leveraging AI and data to support shifting targets for frontline sellers

In a tariff-impacted world, data is no longer a nice-to-have. It’s a real-time edge. As market signals shift faster than humans alone can track, AI-powered tools and predictive analytics help surface patterns, sharpen messaging, and guide better decisions.

Forward-looking companies are embedding AI into the SKO itself. Tools like BTS’s Verity give reps the ability to practice, iterate, and refine in real time, coaching them through tough conversations, pricing trade-offs, and shifting buyer behavior. It’s not about replacing reps. It’s about expanding their ability to adapt, stay sharp, and lead confidently through constant change.

6. Preparing for longer sales cycles and negotiations

As cost pressures rise, customers are taking longer to commit. Deals are dragging. More stakeholders are weighing in. Pricing discussions are stretching further than before.

SKOs are a chance to help teams get ready for that reality. Sellers need to build fluency in managing drawn-out conversations, navigating objections, and reinforcing value over time. Practicing those skills now ensures they can show up with confidence and consistency, especially when the path to close is slower and more complex than expected.

Rethinking your SKOs for shifting ground

Tariffs aren’t a temporary disruption—they’re part of a broader pattern of global instability that sales organizations must plan around. The question isn’t how to avoid the turbulence. It’s how to lead through it.

That’s what the best SKOs are doing in 2025 and into 2026: grounding teams in the real conditions they’re facing, building strategic muscle, and creating alignment across the business. It’s not about hype. It’s about capability.

Done right, your SKO becomes more than a kickoff. It becomes a catalyst—one that equips your team to win on uncertain ground.

Traditionally, a commercial kickoff is a milestone event — part of a company’s DNA, and the place to reignite and recharge the field by celebrating accomplishments, driving excitement among sales reps, and building alignment around the organization’s future.

It provides an excellent opportunity for organizations to advance their objectives and strategic imperatives. Unfortunately, through our experience, these events often miss the mark in expectations from leadership, the field, and overall return on investment. We find that critical elements to plan and execute a commercial kickoff successfully are overlooked at some point during the process, creating friction among those responsible for planning and managing the event.

These three critical elements are: (1) ensuring alignment across relevant, diverse stakeholder groups, (2) maintaining a focus on the target audience, and (3) recognizing the impact of changes on event design. Attending to these elements ensures a balance between executing a memorable event, making the event relevant to the target audience, and driving business outcomes for the future.

Designing, developing, and executing a sales event: does this happen to you?

Typically, a commercial kickoff starts when a sales leader sees a need to celebrate accomplishments, drive excitement among sellers, and build alignment around the organization’s future. A committee is quickly assembled with representation from stakeholder groups such as marketing, sales enablement, and operations; they then develop a budget and announce the commercial kickoff, and everyone involved in planning quickly shifts into execution mode.

The committee comes up with a plan and assigns responsibilities. Committee members then go off on their own along with their respective teams, conducting periodic check-ins as a full committee to gauge progress. It quickly becomes apparent that groups are working in siloes with different priorities. For example, one group focuses on event program management, including venue choice or platform identification, event objectives, agenda, speakers, and communications. Other members of the commercial kickoff team are focused on content development.

Inevitably, something always happens that leads to minor and, in some cases, significant changes to the event. For example, sales leaders who are sponsoring the event are not always involved until a few weeks before, when they begin to realize that minor changes are necessary. However, there are other instances when organizations need to make drastic changes to their commercial kickoff plans. Whether adjusting for minor or significant changes, these changes lead to re-work, stress, and late nights for the people putting the event together – all major contributors to friction between team members and others in the organization. More alarming, these challenges can ultimately impact the ability to achieve the desired outcomes from a commercial kickoff.

There are three common mistakes organizations and planning committees make that lead to unnecessary friction when launching a commercial kickoff. By avoiding these mistakes, you will experience better planning, coordination, and alignment between sales leaders, marketing, event planning, sales enablement, and operations, which will help you achieve the desired business outcomes for your commercial kickoff.

Mistake 1

Planning is not aligned across all event stakeholders

Too often, planning efforts fail to consider competing stakeholder interests and perspectives that influence members of the planning committee as they develop an overall event plan.

• The Event Team wants attendees to remember the experience. Therefore, their priorities are the location (if in-person), the platform (if virtual), registration, and communications.
• Sales Enablement wants attendees to walk away better equipped to engage customers. Therefore, their priorities are breakout sessions that focus on tools and skill development.
• Product Marketing wants attendees to understand product and solution features and benefits, use cases, and “what’s new.” Therefore, their priority is education.
• Sales Leaders want attendees to leave inspired and motivated to execute the strategy. Therefore, their priorities are the main stage messaging and the overall vibe of the experience.

Solution

Ensuring alignment to the business objectives early in the process and understanding the critical decision points the team needs to make will reduce unnecessary friction throughout event planning and execution. Experience tells us that organizations with the most successful commercial kickoffs do the following:

• Align all vital stakeholders on goals or desired outcomes for the event.
• Solicit input from all stakeholders to identify themes.
• Maintain clarity on the red thread throughout the event.
• Coordinate planning and execution efforts by working as one unit, rather than in silos.

Mistake 2

Losing sight of what the target audience needs from the event

When balancing multiple perspectives and priorities, it can be easy to lose sight of what the target audience needs to get out of the event. While everything that an organization does is in service of customers, it is critical to keep in mind that commercial kickoffs are intended to serve the salesforce to help them do their best work serving customers. Traditionally, organizations have over-rotated on celebration, inspiration, and information-sharing during commercial kickoffs. However, these do not address sales reps’ comprehensive needs in today’s environment.

In reality, today’s sales reps struggle to achieve work-life balance because they are working longer days, jumping from meeting to meeting, experiencing less separation between work and home, and struggling to disconnect from work outside of working hours. Sales reps have demonstrated the prevailing feeling of being disconnected or isolated from their colleagues and their organizations. They are spending more time with their immediate families and re-evaluating what is important to them. It’s essential to recognize that some sales reps will decide whether or not to continue working for organizations after a commercial kickoff.

Solution

A concept called “everboarding” describes the notion that onboarding or activating customers never stops because products and services are ever-evolving. “Everboarding” is also applicable to your existing salesforce. Everboarding is informed by learning science – the realization that one-shot approaches like having a single day to onboard a new employee or share something new with employees in a single session will not endure. An everboarding strategy is a shift from sharing information during a single event to ongoing reinforcement. The organization, marketplace, and sellers constantly evolve, but teams are left to make sense of these changes. Successful organizations, particularly now, are taking the “everboarding” approach with their teams to continually engage and activate their team in the go-to-market strategy. A commercial kickoff represents an opportunity to engage participants in meaningful dialogue, workshop ideas, problem-solving, reflect, and plan intentional experiments in the field.

Mistake 3

Failing to recognize the impact of significant changes on the design of the event

There are external and internal events that can lead the team to reassess a commercial kickoff. With limited time to pull off a commercial kickoff event after any significant change, the team, including vendors, is thrust into action. Unfortunately, sometimes the group takes action without having a clear line of sight on the overall impact of their decision or based on incorrect assumptions. In these situations, stress builds, and missteps or errors become widespread.

Solution

Significant changes may require redesigning the event rather than simply adjusting or modifying sessions. There is a subtle difference between the two, but one that will determine the impact and effectiveness of the event. Given any significant changes, redesigning the event entails taking a step back and considering how you can best accomplish the event’s objectives. We know what you’re thinking – that you don’t have time for that, because the event is only weeks away – and we understand your urgency in these situations. However, taking the necessary actions early on will save you time, re-work, and overall frustration. Here are a few steps you can take to make the redesign work to your advantage:

• Quickly convince stakeholders to align the event’s objectives given a need to redesign and explore what needs adjusting given proposed changes.
• Evaluate the limitations of the platforms (registration, learning delivery, virtual event, etc.) that can materially impact achieving the objectives of the event.
• Redesign the event by considering the impact of the changes on the scope of the event (national, regional, or global), length of sessions, the balance between main stage and breakout sessions, strategies for participant engagement, speaker selection, and also the impact of the red thread throughout the event.

Conclusion

A commercial kickoff represents an excellent opportunity for organizations to acknowledge their sales force’s contributions and advance organizational objectives and strategic imperatives. However, it is also essential to balance executing a memorable event, making the event relevant to the intended audience, and driving business outcomes. To successfully plan and execute a commercial kickoff, event planners must not overlook the three most essential aspects to execute a commercial kickoff successfully: (1) ensuring alignment across relevant stakeholder groups, (2) maintaining a focus on the target audience, and (3) recognizing the impact of changes on event design. Ensuring that these elements are top-of-mind considerations throughout the commercial kickoff development journey will allow for a memorable event that’s relevant to the target audience and drives business outcomes for the future.

References

• Miller, R.C. (undated article). Commercial kickoffs: The Mistake You’re Making, https://www.forcemanagement.com/blog/mistake-youre-making-when-planning-your-sko
• Spotio (February 4, 2020). Guide to the Perfect Commercial kickoff Meeting, https://spotio.com/blog/sales-kickoff-meeting/ Pipedrive (updated blog post). Commercial kickoff: How to Start the New Year with a Bang, https://spotio.com/blog/sales-kickoff-meeting/
• Robinson, R (updated blog post). 12 commercial kickoff meeting strategies and best practices for bringing your team together https://blog.close.com/sales-kickoff-meeting/
• Wang, E. (November 17, 2020). Everboarding is the next level of customer onboarding, https://medium.com/bento-app/everboarding-is-the-next-level-of-customer-onboarding-6aa52e2595d8

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:

Scarica il PDF completo e accedi a tutti i contenuti.

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Can an organization’s culture be changed?

Nowadays, there are few organizations that are not immersed in one (or several) cultural transformation processes. New ways of working in flatter and more adaptive organizations, improvements in safety culture, customer-centric transformations, changes in commercial areas, and improvements in operational excellence, to name a few.

And this is where one of the big questions arises:

Can an organization’s culture be changed? And if so, how is it done?

To help answer these questions—often asked by our clients and widely discussed—I would like to share what we at BTS have learned over the past 38 years about what works and what doesn’t (so far, since in cultural transformation one never stops learning).

The good news is that the answer to whether an organization’s culture can be changed is yes.

The difficulty comes in answering the second: how is it done?

A project? An initiative?

An important point to consider is that cultural change or transformation processes are not projects with a beginning and an end; they are ongoing, evolving processes. This often creates tension in organizations that are used to a project-based approach.

What is critical and often overlooked?

There are several elements that, if considered and properly used, will make transformation efforts much more effective. Unfortunately, they are often overlooked.

These critical elements are:

• Involve people. The more individuals (at all levels) are engaged in the transformation, the higher the likelihood that they will implement the required changes.
• To understand change, it must be made tangible and experienced. This means connecting the theoretical framework with day-to-day actions. Explaining the full picture with transparency is key.
• All changes bring positive aspects, but also negative impacts. Explaining the full picture with transparency is key.
• Changing culture takes time and requires identifying and shifting mindsets and daily structures (symbols) that define how things are done in the organization.
• Culture must be strongly connected to strategy.

How do we recommend structuring cultural change processes?

Our approach consists of four stages: setting outcomes, creating change leaders, embedding key changes, and sustaining new ways of working.

1. Set outcomes

The first step in any transformation process is to establish clear outcomes. It is crucial to identify the drivers of the transformation and define the desired results in a way that achieves true executive alignment. As you move forward, you must connect the dots between purpose and vision, understanding where you come from, where you are, and where you want to go. Additionally, it is essential to link the transformation to organizational goals.

Some relevant actions in this phase are:

• Information gathering (interviews, focus groups, operational visits, …)
• Cultural diagnostics
• Definition of expectations (Leadership Profiles

2. Create change leaders

At BTS, we believe that all leaders are also change leaders. Adopting a “change leader” mindset requires leaders to experience and see what is expected of them. From the outset, it is vital to drive action through ‘real work’, such as setting new priorities and communicating transparently and effectively.

Leaders must be engaged (emotionally and rationally) in the change and shown how they can impact culture through concrete day-to-day actions.

Finally, it is necessary to provide ongoing support for the most challenging mindset and behavior changes and gather feedback on what works and what doesn’t at this stage.

Some relevant actions in this phase are:

• Development of playbooks for critical roles
• Deployment of leadership and change programs
• Feedback loops with executive levels

3. Embed key changes

To achieve meaningful change, it is essential to identify current mindsets and introduce new ones that support the desired state. Creating routines and symbols that reinforce change, as well as identifying processes, practices, events, or norms anchored in old ways of working, is crucial.

Co-creating new ways of working for immediate activation helps cement these changes. As progress is made, changing the systems and processes that support and reinforce key changes is essential for long-term success.

Some relevant actions in this phase are:

• Coaching for leaders
• Running cultural sprints
• Cascading the change across the organization
• Assessments to measure behavior changes

4. Sustain new ways of working

Change is not only an individual effort but also a social phenomenon. Therefore, it is necessary to provide the social networks needed to support mindset and behavior changes. Intervening with individual support for critical roles and specific periods, as well as embedding new ways of working, ensures the continuity of change.

Finally, data must be used to analyze what works and what doesn’t, enabling the creation of the next set of interventions and necessary support.

Some relevant actions in this phase are:

• Integration of playbooks into the organization’s talent cycle
• Practice of new behaviors in daily work with AI-powered bots
• Design of an office to monitor change and define new actions
• Design and launch of Communities of Practice (CoP)

The importance of being patient and impatient at the same time

Cultural transformation processes are among the most challenging elements, as there is never a single recipe.

Being strategically patient (with clear desired outcomes and avoiding erratic changes), but tactically impatient (taking action in the phases outlined above and observing what works and what doesn’t, in order to pivot and adjust) is key in transformation processes.

The 4-phase approach helps achieve this, enabling these journeys to become an enriching experience for the organization, rather than a painful one that leaves scars in the collective memory.

This is just a summary.

If you want to dive deeper into the full approach, examples, and practical insights:

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