“Often the acquiring organization’s culture dominates, yet this client realized that there were
cultural elements of the other organization that needed to be retained. The senior team
underwent a disciplined process to define the new culture by clearly articulating the vision,
values, and core beliefs.”
Driving Culture Transformation
During Large-Scale Change
By Wendy L. Heckelman, Introduction
Sheryl Unger, and not aligned with the goals of a larger
Large-scale change efforts have a greater
Christina Garofano likelihood of success if the organizational
culture, including individual values and
beliefs, is aligned with the goals of the
change effort. This article offers five core
principles to guide culture change and
improve the probability of successful
transformation.
What is Organizational Culture and Why is
it Important for Large-Scale Change?
Every organization has a culture. Denning
(2011) defines an organization’s culture
as, “an interlocking set of goals, roles,
processes, values, communications prac-
tices, attitudes, and assumptions [that] fit
together as a mutually reinforcing system
and combine to prevent any attempt to
change it.” There are many aspects to
shaping and reinforcing organizational
culture. For example, Schein (1985, 1992),
emphasizes the role of leaders in culture
formation, maintenance, and driving
change. Connors and Smith in Journey to
the Emerald City (1999) argue that indi-
viduals’ experiences, beliefs, and actions
are also important factors that shape
organizational culture.
Organizational culture can affect large-
scale change efforts (e.g., mergers, integra-
tions, organizational restructuring, and
field expansions) in two distinctly different
ways:
1. Culture can be a primary source of
resistance to change. If the elements
of an organization’s culture, such as
Driving Culture Transformation During Large-Scale Change
existing beliefs and work practices are
change effort, they can drive behavior
that is counter-productive to the change
and/or reinforce the status quo.
2. Additionally, culture can be an impor-
tant strategic lever. The same cultural
forces that cause resistance can also be
used to drive the change effort when
they are aligned with the goals of a
large-scale change effort to guide the
desired behavior.
Companies need to determine the extent
that organizational culture impacts their
strategic change effort. Once a determina-
tion is made, cultural change efforts should
be incorporated into execution plans to
improve the likelihood of success.
Guiding Principles for Achieving
Cultural Change
Based upon our more than twenty years
working with clients to change their struc-
tures, procedures, performance, systems,
and results, we offer the following five core
principles to support cultural change dur-
ing large-scale transformation:
1. Culture change takes place more
effectively when worked at three levels:
organization, team, and individual.
2. Culture change is accelerated by con-
necting individual beliefs to organiza-
tional results.
3. Culture change requires a planned and
disciplined implementation cascade.
4. Culture change is accelerated by using
a “Leader led Learning” approach.
25
Figure 1. Working at the Three Levels
5. Technology should be leveraged for
communications, measurement, and
reporting successes to reinforce cultural
change.
1. Culture change takes place more
effectively when worked at three levels:
organization, team, and individual.
Kotter (2012) and others (Bossidy &
Charan, 2002) have noted the importance
of execution planning and working with
change agents through an organization
to achieve large-scale change success. By
creating sustained changes in thinking
and behavior, we have found it critical for
execution planning efforts to target specific
levels of an organization. A framework
for addressing issues at the three recom-
mended levels of the organization is pre-
sented in Figure 1.
Working at each of the three levels
creates consistency and reinforcement that
helps drive behavior and cultural change.
At the organizational level, senior leaders
need to clearly communicate, model, and
reinforce the values, beliefs, and culture
they want to create. At the team level, the
focus needs to be on translating strate-
gic goals into team responsibilities, then
addressing the impact of these changes
on the team. At the individual level, the
26 OD PRACTITIONER  Vol. 45 No. 3  2013
personal dynamics of the change should be
addressed, e.g., specific behaviors that indi-
viduals need to start, stop, and continue
doing to be effective. In addition, individu-
als should be rewarded for demonstrating
commitment to the new cultural beliefs.
Culture change can be difficult to
implement because values and beliefs are
hard to modify. To ensure that these efforts
are creating underlying changes that will
last, work at each of these levels should
also include examination of potential risks,
barriers, and obstacles to success. It is
important to assess perceptions and fears
at each of these levels early and often and
make plans to address the findings.
As a practical example, a client needed
to bring two distinct cultures together fol-
lowing a merger. To achieve the established
financial and business targets, leadership
recognized the need to get teams up and
running and quickly aligned around com-
mon goals and beliefs. Often the acquir-
ing organization’s culture dominates, yet
this client realized that there were cultural
elements of the other organization that
needed to be retained. The senior team
underwent a disciplined process to define
the new culture by clearly articulating the
vision, values, and core beliefs.
To build commitment around the
vision and to provide an opportunity for
employee engagement, the implementation
cascade included workshops that focused
on the newly desired culture. The work-
shops gave teams an opportunity to explore
what the vision meant, further define the
desired behaviors needed to accomplish
goals, and for each individual to under-
stand their accountability for realizing the
vision. Individuals from both organizations
came together, found common ground,
and created shared commitment to the new
organization More importantly, the teams
agreed on goals and ways to work together
to achieve the goals and limit distractions
that may have been caused by the merger.
With this client, working at all three
levels helped ensure clear, consistent
messages were communciated about what
was changing and why, and helped effect
cultural change by creating common values
and goals.
2. Culture change is accelerated
by connecting individual beliefs to
organizational results.
To change behavior throughout an orga-
nization, companies should consider the
various factors that influence behavior,
including individual beliefs. The link
between an individual’s beliefs and their
behavior is well understood (e.g., Ajzen,

Figure 2. The BEAR Pyramid
1985; Bandura, 1977). Connor and Smith
(1999) speak of how beliefs shape organi-
zational behavior and culture. The BEAR
pyramid in Figure 2 is an adaptation of
their “Results Pyramid.” We have found
this model to be highly effective when used
with clients to emphasize how core beliefs
form and maintain their culture and con-
tribute to successful organizational results.
For this reason, our depiction of the model
places beliefs at the bottom of the pyramid.
There are several important takeaways
from the BEAR model:
 I n order to change an organization’s
culture and results, individuals need to
clearly see the link between their own
beliefs, how they act, and the results of
the organization.
 I t is critical to address any misalign-
ment between individual’s beliefs and
the values of the organization. Lack
of alignment may cause individuals
to be less motivated to act in ways
that will produce the desired results.
Simply communicating a new vision
will not necessarily change an indi-
vidual’s beliefs. It is important to
assess individuals’ beliefs and find out
their root cause to determine how the
issues can be addressed. This can be
done with surveys, focus groups, and
direct conversations with team leaders.
It can be difficult to change beliefs,
but knowing how individuals feel and
what is motivating their actions is an
important first step in attempting to
achieve different results.
 I t is equally critical to address per-
ceptions of misalignment between
leaders’ values and beliefs and their
behavior. If individuals in an organiza-
tion do not believe their leaders are
truly committed to the change effort,
this will affect their own beliefs and
actions.
 L eaders need to create experiences that
shape and reinforce desired beliefs.
For example, if it is desired that an
individual believe they are empowered
to make decisions, they need to be
given experiences that demonstrate
this clearly—not simply empty words.
In reference to the case study where two
distinct cultures were brought together
following a merger, the BEAR model was
used as the framework for driving cultural
change through workshops at each level of
the organization. Senior leaders outlined
the specific beliefs that were needed to
drive actions to make the organization suc-
cessful. One of these was the need to prior-
itize “innovation for growth.” They defined
this as a need to bring value to customers
through people, products, and services. To
help field sales internalize this goal, they
Driving Culture Transformation During Large-Scale Change
were encouraged during the workshops
to take responsibility for communicat-
ing the products’ features and values just
as R&D did for developing the cutting
edge innovative products. The workshops
helped employees to find innovative ways
to improve the organization, change their
beliefs about what the company wanted
them to do, and encouraged the formation
of a new organizational culture that fit with
the desired change goals.
3. Cultural change requires a planned and
disciplined implementation cascade.
Sustained belief and behavior change
requires repeated efforts. A single com-
munication or PowerPoint presentation
is likely to be ineffective at producing
any lasting behavior changes. Likewise,
efforts to create lasting changes to an
organization’s behavior and culture need
to be thought of as a marathon, not a
short sprint. Similar to the design require-
ments for an effective training program,
organizational change execution plans
should provide opportunities for multiple
opportunities to repeat and reinforce key
messages. For example, companies should
plan to cascade communications through-
out the organization and include tools for
managers. Changes should be reinforced
with incentives, performance metrics, and
follow-up learning programs to ensure that
changes are not superficial or temporary.
The goal is to encourage behavior change
that will not revert back to old patterns and
becomes a more permanent part of the way
the organization believes and behaves.
Additionally, organizations should
not be considered a homogenous entity.
One of the key additions to Schein’s sec-
ond edition of his classic Organizational
Culture and Leadership (1994) was the
concept that subgroups within an organi-
zation could each have their own unique
subculture. This means it is important to
customize the tactics used to launch an
organizational change initiative to address
subgroup differences. A cross-functional
project team should be used to customize
the implementation cascade. This project
team should work with leaders from each
subgroup to define the experiences that
27
will help shape beliefs and the behaviors
required to produce desired results (per the
BEAR model illustration). C U LT U R E
To return to the case study, a formal
implementation cascade was created.
Senior teams outlined the desired beliefs Understanding “How Things Work”
and were charged with initiating the
Core Question What are the unwritten rules at our organization and what is the
cascade to their respective teams. In this impact on work performance?
particular case, the organization had an
extensive field group; therefore, workshops Complexity Level Most Complex
needed to be scheduled across the country
to give them an opportunity to under- Quick Hit Purpose: To identify and solve for obstacles  
stand the new desired beliefs, practice the in the current environment that impede  
desired behaviors, and create action plans effective performance.  
to achieve the desired results. The cascade 1. E
 xplain the purpose of the Module by  0 minutes
1
and workshops were also designed to pro- relating it to the team’s current or future  
vide balance with consistency and enough business goals
flexibility to allow managers to meet the 2. A
 s a group, identify the most important 10 minutes
unique needs of each team. unwritten and unspoken “rules”
Flexibility during the implementation that determine how people actually  
phase also enabled the company to address accomplish results in your business  
group. Simply list items without  
important subgroup differences. In the
discussing or debating them. Flip chart  
field sales group, a variable that could have the responses.
caused push-back was the concern of time
3. D
 iscuss which “rules” tend to enhance 10 minutes
away from the job, especially customer
superior performance and which “rules”  
activities. Therefore, field managers were make superior performance more difficult.
able to conduct meetings and workshops
4. D
 ebrief by discussing the value of re- 5 minutes
virtually, as required.
thinking and modifying the unwritten
“rules” in order to create a more
4. Cultural change is accelerated by using productive team.
a “Leader led Learning” approach.
If you have 5. I dentify any of the current “rules” that the 20–30 minutes
The Leader led Learning approach compli- more time team wants to modify or change in order
ments the overall goals of any organiza- to produce better results.
tional change initiative. This is because 6. A
 sk the team to support any new “rules
leaders and managers at all levels are for achieving results” that come from this
involved in the learning and modeling discussion.
of desired changes for their teams. This
approach is closely related to the previous Materials Flip chart and markers
principles because it works at multiple
Learning Points • T he team should be able to make the unspoken and un-
levels of an organization and conveys mes- written rules within the culture explicit, and then help new
sages and behavioral expectations. It can ­colleagues learn to work effectively within the culture.
also be included in the implementation
• T he team becomes more effective when team members
cascade as it helps with belief and behav- ensure that the rules that govern behavior are useful and
ior change when leaders are modeling productive.
the desired changes through experiences.
For these reasons it helps an organiza- Follow up • R
 emind the team of the commitments from this Module
tion make fundamental cultural changes before each subsequent meeting.
to practice and values. This approach is • C
 onduct a progress check on how well the team is living up
the difference between receiving a com- to its commitments.
munication from a senior leader and • Continue until these new behaviors are a habit.
having the opportunity to watch the senior
leader model this new behavioral expecta-
tion while also explaining why the new Figure 3. Leader-led Learning Example

28 OD PRACTITIONER  Vol. 45 No. 3  2013

behaviors will lead to greater organizational
success.
To successfully implement this
approach, Leader led Learning modules
should:
»» Be conducted separately, in as few as
20–30 minutes, during a regular team
meeting
»» Be sequenced over time, in an inte-
grated manner to drive cultural change
and minimize time away from work
responsibilities
»» Contain all instructions, materials, and
pre-work needed to prepare for the
session
»» Outline suggestions to ensure effective
follow-up action planning
»» Outline specific exercises for teams to
problem solve and action plan
»» Focus learning where adults learn
best—on-the-job and with real business
challenges
»» Enable line leaders to collaborate with
their internal partners (HR, Learn-
ing and Development, Organizational
Effectiveness) to “stack” modules for
more intensive team work
In order for Leader-led Learning to be effec-
tive, the leaders conveying the learning
also need to be effective change champions
who can display convincing commitment
to the new strategy and vision. There may
be a need to assess the beliefs of existing
leaders and team managers and holding
workshops to discuss and resolve issues
prior to launching a Leader-led Learning
approach. This assessment of beliefs is
worth the effort to avoid wasting time and
resources if leaders and managers are not
yet on board. It also decreases chances of
a change failure and the negative con-
sequences which can result (c.f., Kotter,
2012).
In the case study, Leader-led Learn-
ing modules were used with great suc-
cess. Module topics were chosen by the
organization based on the beliefs and
behaviors they wanted to change, as well as
the challenges their teams and individuals
were expected to face. The modules were
developed for leaders and team managers
to use with their teams. They were short
sessions that provided an opportunity for
the manager and team to quickly surface example, a topic-specific Facebook page
challenges and opportunities. They also could help a leader or manager convey
helped distribute responsibility for change updates and team members can ask
success as managers were given account- questions or exchange information.
ability to diagnose and address the change »» Which channels could have strategic
issues, ultimately encouraging them to importance for meeting business
be change champions. This helped effect objectives?
cultural change at multiple levels of the »» What is the current level of timeliness,
organization, including the team and indi- relevance, accuracy, and perceived
vidual levels. trustworthiness of each communication
method or platform?
5. Technology should be leveraged for Measurement and reporting of prog-
communications, measurement, and ress and success are well-known as critical
reporting successes to reinforce cultural components to ensure ongoing change
change. success. Doing these with a focus on orga-
By targeting change efforts at different levels, emphasizing
the role of beliefs and values, and using leader-led learning
to model and reinforce desired changes, we were able to
influence the organization at a fundamental (cultural) level
and produce lasting behavioral change. In the case study being
discussed, this approach resulted in many positive outcomes.
The client was able to meet its performance goals, retain
talented employees, improve its customer-centric approach, and
position itself for greater success for many years to come.
Change efforts today have the advantage of nizational culture is also helpful to explain
leveraging additional technology platforms observations and ensure results:
to support overall communications and »» In addition to measuring behavior and
measurement tracking. Communications results, develop measures of belief and
planning should also take cultural variables value to assess the adoption of change
into account. An example of this would be by leaders, managers, and individuals.
the customization of communications for Make surveys anonymous to encour-
subgroups and the use of platforms that age honesty and track by organizational
individuals already know and trust to help group so interventions can be appro-
improve the reception of new messages priately directed. Follow changes over
and overall adoption of changes. time with baseline measurements and
To determine the most effective ongoing surveys.
methods of communication for subgroups, »» Provide leaders and change champions
an organization should ask the following with needed feedback on gaps between
questions: existing and desired behavior and
»» Which communication methods and beliefs. Enable the focusing on areas
platforms are effective and preferred by with the biggest impact on performance
leaders, teams, or individuals? Consider and results. Reports should convey
the appropriateness of social media for team or group level, as well as organiza-
conveying messages and information tion-wide progress.
between teams and individuals. For »» Use technology inventively, e.g.,
Driving Culture Transformation During Large-Scale Change 29

familiar/novel platforms to collect and
share successes and lessons learned.
The case study client who was seeking to
merge two cultures, used technology to
strategically meet communication needs
and track individual change and organiza-
tional results. Web-based surveys were also
used to gather data on individual beliefs
and behavior change over time. Electronic
newsletters were developed to reinforce key
messages and share successes along the
way. These newsletters helped with change
adoption because contributions were
encouraged by all. Individuals were able
to see leaders, as well as peers modeling
desired behaviors and beliefs, thus, helping
to reinforce the desired culture change.
Conclusion
The five core principles discussed draw
on classic theory and practice for large-
scale change execution, however, they
also emphasize the importance of the role
organizational culture has in support-
ing and reinforcing change. By targeting
change efforts at different levels, emphasiz-
ing the role of beliefs and values, and using
leader-led learning to model and reinforce
desired changes, we were able to influence
the organization at a fundamental (cul-
tural) level and produce lasting behavioral
change. In the case study being discussed,
this approach resulted in many positive
outcomes. The client was able to meet its
performance goals, retain talented employ-
ees, improve its customer-centric approach,
and position itself for greater success for
many years to come.
References
Ajzen, I. (1991). The theory of planned
behavior. Organizational Behavior
and Human Decision Processes, 50(2),
179–211.
Bandura, A. (1997). Self-efficacy: The exercise
of control. New York, NY: Freeman.
Bossidy, L., & Charan, R. (2002). Execution:
The discipline of getting things done. New
York, NY: Crown Business.
Connors, R., & Smith, T. (1999). Journey
to the Emerald City: Implement the Oz
Copyright © 2013 by the Organization Development Network, Inc. All rights reserved.
30 OD PRACTITIONER  Vol. 45 No. 3  2013
Wendy Heckelman, PhD, brings over 20 years of consulting experience in
strategy development and execution planning, organizational effective-
ness, and human capital management to Fortune 100 clients. Dr. Heckelman
has been actively involved in multiple merger integration projects, various
large scale expansions, and organizational restructurings where the focus
was on cultural integration and change management. She holds MS and
PhD degrees in Organizational Psychology from Columbia University, and a
Masters in Education in Counseling from Columbia. She can be reached at
wendy@wlhconsulting.com.
Christina Garofano, PhD, has worked closely with clients on organizational
development projects from inception to execution. She has created tools
and learning programs to help organizations, leaders, and individuals adapt
to change. She received her MA from York University, and both MS and PhD
degrees from the University of Central Florida in Industrial/Organizational
Psychology. She can be reached at Christina@wlhconsulting.com.
Sheryl Unger, MILR, leverages her involvement with multiple clients to
­support the design of practical change management tools that drive change
in organizations. She has human capital strategy expertise and consulting
experience with a variety of industries, including pharmaceutical, bio-tech,
and automobile. Her undergraduate work was completed at American Univer-
sity and she received her Masters Degree in Industrial and Labor Relations
from Cornell University. She can be reached at Sheryl@wlhconsulting.com.
principle to achieve a competitive edge
through a culture of accountability. New
York, NY: Prentice Hall Press.
Demming, S. (2011, January 23). How do
you change an organizational culture?
Forbes. Retrieved online July 13, 2012,
from http://www.forbes.com/sites/
stevedenning/2011/07/23/how-do-you-
change-an-organizational-culture?
Kotter, J. P. (2012). Leading change. Cam-
bridge, MA: Harvard Business Review
Press.
Schein, E. H. (1992). Organizational culture
and leadership (2nd ed.). San Francisco,
CA: Jossey-Bass.
Senge, P, Kleiner, A., Roberts, C., Ross,
R. B., & Smith, B. J. (1994). The Fifth
Discipline fieldbook: Strategies and tools
for building a learning organization. New
York, NY: Doubleday.
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