The Cultural Operating SystemTM as a leadership model

Challenges of new technologies, industry restructuring and globalization are pressuring enterprises more than ever before in history. Constant and never ending iteration is vital for any organization to continue to thrive in this current business environment. Businesses find them selves in a constant struggle to improve performance and accountability to stay competitive. High levels of change skills are required throughout the organization - for renewal as well as transformations and complete turn-around and for continued innovation, growth, cost reduction and consolidation.

 

The core requirement of anyone holding a leadership position is to address continuing challenges of change and organizational adaption. These constant iterations are very time consuming, mentally and emotionally though. Many leaders find themselves struggling to have the overall capacity to handle this, while leaders capable of effectively steering change are in very high demand.

 

COSTM is designed to ease the process of creating organizational cultures that are change-ready and change-adept. Being practical and deeply rooted in its understanding of the psychological- and organizational factors that greatly influence human behaviour, COSTM will create results in any type of organisation. The companies that acquire the Cultural Operating SystemTM find that they have gained access to a very strong and comprehensive leadership and behavioural change “engine”. This can form the very foundation of a new management model, which the company can rely on, and which can continuously ensure that the organisation develops new goals and reaches new heights.

 

Companies use COSTM in the following situations - among others:

  • Mergers & Acquisitions
  • Strategic Alliances
  • Building performance cultures
  • Improved collaboration between departments
  • Organizational alignment and strategy execution
  • Yielding synergies
  • Uniting an enterprise across borders
  • Growing accountability
  • Increased global connectivity
  • New organizational models
  • Creation of greenfield sites and outsourcing
  • Creation and integration of business incubators
  • Sustaining enterprise heritage through times of rapid growth
  • Dealing with innovations that diversify from tradition
  • Managing knowledge workers
  • Creating learning organizations
  • Dealing with challenges of workforce diversity
  • Transformation of public bureaucracies