From top-down control to bottom-up culture transition
An architecture company with +150 employees internally promoted a new CEO with the mandate to take on a culture transition.
The new CEO knew the culture transition had to be driven by the informal organization, and he knew that the deep-rooted leadership style from the years before could become a serious obstacle to the success of the transition.
The new CEO wanted to find the key persons on employee level – the key influencers – that could help him drive the new culture.
- The company’s formal structure resulted in a collaboration barrier! Six leaders were bottlenecks for collaboration across locations. The company’s largest location – New York only collaborated with the rest of the company through Leader A, who displayed a controlling leadership style
- Influence was found on employee level! Six key influencers influenced 94% of the company. All were a surprise to the new CEO