Culture and barrier analysis

The goal of an implementation process is to change behavior, and culture is what determines the normal behavior in the organization. It is often said that culture eats strategy for breakfast. But it only does so if the strategy is not based on a thorough analysis of the organizational culture. The purpose of the analysis is to ensure that the organization is aware of the cultural factors that can limit the benefits of the implementation process. 

We know from research in the field that when implementing change in an organization, it often happens that the initiatives fail, and that this is most often due to culture. There can be many cultural elements in the organization that are not automatically compatible with the change to be implemented, and these cultural elements can be difficult to spot for the organization itself. Therefore, an external view of the organization can be particularly valuable when identifying potential barriers to implementation.

The purpose of the analysis is first and foremost to create a holistic understanding of the culture in an organization where a given initiative is to be implemented. Culture is often expressed in different assumptions, experiences, attitudes and narratives that are at play both horizontally and vertically. By comparing these cultural elements to the initiatives to be implemented, it becomes possible to identify the elements that can be a challenge or - in the worst case scenario - a hindrance to the implementation process. For example, when implementing a new IT system in an organization that has been exposed to countless new IT systems over the years, the new IT system can quickly become the subject of a narrative that it will only lead to additional hassle rather than simplification. Such a narrative is essential to take into account if the implementation is to be successful.