Why the Cultural Operating SystemTM?

In Maestro we do not believe in luck when it comes to implementation of change.
We do not want to leave anything this important to chance.


All organisations are at times challenged to implement major changes - either because the outside world enforces change or because the desired results are missing. Maestro is often contacted by companies who repeatedly tried to bring about change, but for reasons - known or unknown - fail to implement or maintain the desired improvements.

The organisation fails to execute the desired strategic initiatives

Our organisation seems to have all the right technical skills, but is lacking human skills

My organisation has a very strong conviction that change is difficult and basically impossible 

The easy solution is to make controls and rigid standardisations, but now my costs are up and bureaucracy is taking over

The culture of the organisation must change

My root cause analyses only seem to work well on processes and machines, but not on people

As a leader I can convince a few, but I cannot influence them all

We have tried to implement this several times without success - we lose credibility


Studies show that when it comes to conducting strategic change initiatives in organisations, only 26% are successful and meet the objectives, time horizon, costs and expected benefits. A recent study of corporate mergers and acquisitions (M&A) shows that the average benefit is less than 65% of that expected in the original due diligence, due to poor cultural integration and lack of synergies. Equally interesting is that when studying people’s ability to implement personal lifestyle changes or change ingrained habits, our personal success rate is only 12% measured after a year e.g. two years after receiving a coronary bypass, 89% of all patients have the same behaviour that created the problem to begin with.

Individual personal change
When change fails in organisations, it’s almost never due to wrong knowledge, weak technical skills or lack of smarts. It’s almost always due to the failure of individual personal change.

If the importance of personal behaviour is underestimated in any change programme, its success rate is vastly lowered. A recent study found that only 29% of employees in the U.S. are committed to their job. 24% are actively disengaged, meaning that they hate their job. Getting people to change their behaviour requires complex understanding of human nature and even minor changes can be difficult to implement. Maestro is fully aware of this complexity and knows that there are many factors that influence the behaviour of an organisation and its individuals. If all these many factors are not identified and addressed the change process gets out of control and the result - now depending on chance - sometimes succeeds, but too often does not.