As companies deal with the demands of vast complexity — whether adapting to rapidly changing external and internal conditions,  managing financial and environmental risk, re-engineering work units , navigating new markets, implementing new technologies, or answering the challenge of growing diversity and globalization — many begin recognizing value of a responsive, energized culture.

Corporate culture and corporate values are back in fashion — but what does the fashion tell us about enduring corporate practice, as it is and as it could be? An increasing number of CEOs are being convinced that corporate culture, which used to be a “soft” factor, really affects their companies’ bottom line. Companies around the world are re-issuing formal statements of corporate values, and top executives now routinely classify ethics, trust, integrity, and social matters as top issues on their companies’ agendas.

Changing an organization’s culture is one of the most difficult leadership tasks. That’s not only because an organization’s culture encompasses an interlinked set of goals, roles, processes, values and practices. It also involves changes in employees’ perception of their workplace and this presents the major challenge.

Prof. Edgar H. Schein, an MIT’s sage of organizational culture, cites that even the best-intentioned companies can get tripped up when trying to change their organizational culture “because they think that to change culture, you simply introduce a new culture and tell people to follow it. That will never work.” He continued saying that the only way to solve the problem is introducing new behaviors that will ultimately give people an impression of owning their decisions or actions. A few years ago, Steven M. R. Covey came up with a program called “Speed of Trust” based on this premise – “Start with changing behaviors, not mindsets.”  Although it is a meticulous and rigorous program it has become very popular and seems to produce real tangible results.

Then Prof. Schein states that “[the organizational change]…will demand that companies train their teams in the helping process. Most team training that I’ve seen is focused on making people feel good about one another. But what I’m talking about is something much more profound and essential: knowing how to work with one another as equal partners in an operational setting.” This is actually very similar to what Integral Thinking Technology delivers.  It’s like Tony Hsieh, CEO of, said, “If you get the culture right, most of the stuff will take care of itself.”