May 2019 – The critical few

"The main storyline unfolds in a conversation between a culture development advisor and a fictional CEO who is trying to transform his company into a learning organization that immediately applies methodology principles in practice. Jon Katzenbach identifies three critical elements that leaders should focus on when implementing culture-driven change," says Ján Uriga, a member of the Red Button network.

energize your company's culture by choosing what really matters

In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? 
The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. Culture is implicit rather than explicit, emotional rather than rational - that's what makes it so hard to work with, but that's also what makes it so powerful. 
For the first time, this book lays out the Katzenbach Center's proven methodology for identifying your culture's three most critical elements: traits, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; and authentic informal leaders, people who have a high degree of "emotional intuition" or social connectedness. 
By leveraging these critical few elements, you can tap in to a source of catalytic change within your organization. People will make an emotional, not just a rational, commitment to new initiatives. You will elicit enthusiasm and creativity and build the kind of powerful company that people recognize for its innate value and effectiveness.

who is Ján Uriga?

Ján Uriga is an assertive optimist focused on change management and innovation. He believes in the bionic organization model, where modern technologies collaborate with humans to create solutions that improve quality of life. He has the opportunity to practically apply his PhD studies in psychology, specifically in leaders’ decision-making processes, for example through behavioral economics. He seeks out opportunities to explore new places and cultures that enrich his out-of-the-box perspectives. At PwC, he is launching the Experience Centre, a quasi spin-off concept focused on customer and employee experience with the slogan: We make tomorrow. Today.