Why is a culture and barrier analysis important?
The goal of any implementation process is to change behavior – and culture defines what is considered normal behavior in an organization. It is often said that culture eats strategy for breakfast. But this only happens if the strategy is not grounded in a thorough analysis of organizational culture. The purpose of the analysis is to ensure that the organization is prepared for the cultural factors that could limit the impact of the implementation process.
Research in the field shows that organizational change initiatives often fail – and most frequently because of culture. Many cultural elements within an organization may not automatically align with the change being implemented, and these elements are often difficult for the organization itself to identify. This is why an external perspective can be particularly valuable when it comes to spotting potential barriers to implementation.
The aim of the analysis is to create a holistic understanding of the culture in which an initiative is to be implemented. Culture is expressed through assumptions, experiences, attitudes, and narratives that exist both horizontally and vertically within the organization. By comparing these cultural elements with the initiatives to be implemented, it becomes possible to identify those that may present challenges or – in the worst case – become a real obstacle to implementation.
For example, if a new IT system is to be implemented in an organization that has already been subjected to countless new systems over the years, the new solution may quickly become part of a narrative that it will only add complexity rather than create simplification. Recognizing and addressing such narratives is crucial if implementation is to succeed.