{"id":674157,"date":"2025-10-23T00:00:00","date_gmt":"2025-10-23T00:00:00","guid":{"rendered":"https:\/\/enterpriseam.com\/egypt\/2025\/10\/23\/how-to-teach-an-old-corporation-new-tricks\/"},"modified":"2025-10-23T00:00:00","modified_gmt":"2025-10-23T00:00:00","slug":"how-to-teach-an-old-corporation-new-tricks","status":"publish","type":"post","link":"https:\/\/enterpriseam.com\/egypt\/2025\/10\/23\/how-to-teach-an-old-corporation-new-tricks\/","title":{"rendered":"How to teach an old corporation new tricks"},"content":{"rendered":"

? Culture<\/strong> change has become big business because it is one of <\/strong>the most prominent \u2014 and frustrating \u2014 challenges facing executives today.<\/strong> Despite mns invested in culture transformation initiatives, research<\/a> consistently shows that most efforts fail to deliver lasting results. Understanding why requires looking beyond the polished presentations and diving into the actual mechanics of how culture really changes.<\/p>\n

Major consulting firms approach culture change with big promises<\/strong>, claiming that companies that create a healthy culture are five times more likely to be top performers and can boost shareholder return and EBIT growth by up to 500%. They position culture as behavior at scale, seeking to activate these traits through organizational practices embedded in policy. <\/p>\n

But these methodologies reveal a fundamental misunderstanding about culture <\/strong>change.<\/strong> They focus heavily on structures, policies, and processes \u2014 what might be called \u201c wholesale<\/a> \u201d interventions. These are changes that can be executed from a distance, centrally, by senior leadership teams working with consultants in conference rooms, far removed from daily operations.<\/p>\n

The wholesale trap:<\/strong> A one-size-fits-all solution is messy, labor-intensive work that doesn\u2019t scale elegantly. It may look like changing the stage-gate processes for R&D projects, pursuing a culture of accomplishment by modifying compensation rules, or mandating uniform KPI dashboards across all departments. These approaches may sound impressive and signal a commitment to transformation, but they rarely work because they target the wrong domain, pushing responsibility downward.<\/p>\n

How steering mechanisms actually function: <\/strong>First articulated in Harvard Business Review\u2019s 1993 article Changing the Mind of the Corporation<\/a> and explored once again in Roger L. Martin\u2019s 2022 book A New Way to Think<\/a>, the steering mechanism framework identifies elements that operate as an integrated system: formal mechanisms \u2014 structures, systems, and processes designed to meet organizational goals \u2014 and cultural mechanisms \u2014 mental guidebooks that drive collective interpretations and actions.<\/p>\n

A theoretical case study:<\/strong> Consider a scenario where a top performer dresses down a subordinate in an abusive and demeaning way during a meeting. If this behavior repeats and people interpret it as the top performer getting away with abuse because of their performance value, a mental guidebook emerges: abusive behavior is fine if you\u2019re a top performer \u2014 if you work for one, expect it, and if you become one, you can do it too.<\/p>\n

In strong cultures \u2014 not necessarily good, just strong \u2014 everyone watching such <\/strong>interactions arrives at the same interpretation.<\/strong> In weak cultures, interpretations scatter across the map, with no consistent guidebook emerging. This critical insight involves recognizing that culture derives from a mediating domain called interpersonal mechanisms \u2014 the patterns that form as members define and solve problems together. Formal mechanisms don\u2019t influence cultural mechanisms; the connection runs through the interpersonal \u2014 or \u201cretail\u201d \u2014 domain.<\/p>\n

Won\u2019t<\/strong> changing retail culture <\/strong>in organizations with hundreds of <\/strong>employees take forever? Not necessarily.<\/strong> As Fast Company puts it, Kremlin watching doesn\u2019t only happen in Moscow. In companies, managers throughout the organization watch leadership behavior like hawks \u2014 when leaders behave in interpersonal interactions the way they want managers to act, mirroring happens faster than most expect, branching down the chain of command.<\/p>\n

ROI timelines:<\/strong> Wholesale approaches promise quick turnarounds, but rarely deliver sustained value<\/a>. Organizations typically see initial momentum within 30-60 days as excitement builds around announcements and new structures, but by 3-6 months, a reality gap emerges as people realize nothing fundamental has changed. The decay phase<\/a> arrives between 6-18 months when cynicism sets in as the initiative joins previous failed attempts. The net result shows minimal lasting impact and damaged credibility<\/a> for future initiatives.<\/p>\n

What if you inherit a toxic culture characterized by fear, politics, or abuse?<\/strong> Speed matters critically. Specialists suggest<\/a> removing toxic individuals because they poison the retail domain. Incoming leaders hoping to make change need to overcommunicate the elements they want to preserve while explicitly explaining what requires a cultural evolution, modeling new behaviors while honoring appropriate old ones. Creating psychological safety through vulnerability and openness to feedback helps people believe change is real.<\/p>\n","protected":false},"excerpt":{"rendered":"

A one-size-fits-all solution is messy, labor-intensive work that doesn\u2019t scale elegantly<\/p>\n","protected":false},"author":1,"featured_media":674158,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"newspack_ads_suppress_ads":false,"newspack_popups_has_disabled_popups":false,"newspack_sponsor_sponsorship_scope":"","newspack_sponsor_native_byline_display":"inherit","newspack_sponsor_native_category_display":"inherit","newspack_sponsor_underwriter_style":"inherit","newspack_sponsor_underwriter_placement":"inherit","ep_exclude_from_search":false,"_primary_brand":0,"newspack_featured_image_position":"","newspack_post_subtitle":"","newspack_article_summary_title":"Overview:","newspack_article_summary":"","newspack_hide_updated_date":false,"newspack_show_updated_date":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[7215],"tags":[8651,928,633,638,12150],"brand":[],"newspack_spnsrs_tax":[],"class_list":["post-674157","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-for-your-commute","tag-business","tag-employment","tag-enterprisepm","tag-for-your-commute","tag-professional-development","wpautop","entry"],"acf":{"mongo_id":"ea8e8703-91b0-4e0d-939f-e6dcdb7753a0","order":"3","is_powered_by":false,"story_type":"1","photo_url":"https:\/\/ent.news\/2025\/10\/1226.jpg","photo_position":"above","homepage_title":"","full_issue_title":"How to teach an old corporation new tricks","related_issue":[674152],"teaser":"A one-size-fits-all solution is messy, labor-intensive work that doesn\u2019t scale elegantly","voice_url":"https:\/\/s3.us-east-1.amazonaws.com\/ent.news\/audio\/2025\/10\/.6c83bee6-b296-4e21-818b-78e92331ee4a.mp3"},"yoast_head":"\nHow to teach an old corporation new tricks - EnterpriseAM Egypt<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/enterpriseam.com\/egypt\/2025\/10\/23\/how-to-teach-an-old-corporation-new-tricks\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to teach an old corporation new tricks\" \/>\n<meta property=\"og:description\" content=\"A one-size-fits-all solution is messy, labor-intensive work that doesn\u2019t scale elegantly\" \/>\n<meta property=\"og:url\" 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Plus: New moguls make money fast","author":"enterpriseam admin","date":"1 May 2023","format":false,"excerpt":"Toxic behavior in the workplace drives many to quit, one survey finds","rel":"","context":"In "FOR YOUR COMMUTE"","block_context":{"text":"FOR YOUR COMMUTE","link":"https:\/\/enterpriseam.com\/egypt\/category\/for-your-commute\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/ent.news\/internal\/wp-content\/uploads\/2021\/05\/The-Office-1600px.jpg?fit=%2C&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":633627,"url":"https:\/\/enterpriseam.com\/egypt\/2024\/07\/17\/a-new-approach-to-healthy-office-culture-plus-a-warning-to-the-2026-world-cup-organizers\/","url_meta":{"origin":674157,"position":4},"title":"A new approach to healthy office culture. PLUS: a warning to the 2026 World Cup organizers","author":"enterpriseam admin","date":"17 July 2024","format":false,"excerpt":"Minor incidents left unchecked may contribute to the feeling of being excluded or marginalized","rel":"","context":"In "FOR YOUR COMMUTE"","block_context":{"text":"FOR YOUR COMMUTE","link":"https:\/\/enterpriseam.com\/egypt\/category\/for-your-commute\/"},"img":{"alt_text":"","src":"https:\/\/i0.wp.com\/ent.news\/2024\/7\/1384.jpg?fit=%2C&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":596656,"url":"https:\/\/enterpriseam.com\/egypt\/2019\/07\/03\/methanex-egypt-receives-award-for-contributions-to-msme-culture-in-damietta\/","url_meta":{"origin":674157,"position":5},"title":"Methanex Egypt receives award for contributions to MSME culture in Damietta","author":"enterpriseam admin","date":"3 July 2019","format":false,"excerpt":"Methanex Egypt has received the International Council for Small Business (ICSB) Humane Entrepreneurship Award for contributions to micro, small and medium-sized enterprises (MSME) culture in Damietta, the company said in a press release (pdf). 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