The NYT reported that the board of GM wanted the culture of the organization to change:
In the interim, Mr. Henderson stressed that G.M.’s new board was pushing management to speed up decisions on new products and install a culture devoted to pleasing customers.
I’m not optimistic. The first red flag is the title of the article, G.M. Is Adapting to a New Culture, Chief Says. In my experience, culture doesn’t change upon decree from the top. Culture exists because of years of reinforcing norms and behaviors. It exists because smart people constantly pick up on how status is gained and which behaviors are valued in practice (not in the introduction to the annual report). Changing culture requires unraveling and replacing that normative system in a comprehensive way. The analogy that always comes to mind is clearing a patch of land to be farmed. You can’t just cut down the trees and declare victory. You have to get your hands dirty beneath the surface, digging up roots and turning over the soil.
In other words, you have to address the underlying conditions that allowed certain behaviors to thrive in the organization. Where to begin? I suggest starting with my favorite question, now familiar to our readers: why would reasonable, well-intentioned people do what they’re doing? Once you can answer this question with an open heart, once you can identify the organizational drivers of the actions and choices you want to change, then you can begin to influence them.
Maybe the article got it wrong, but if it’s even close to correct, the 90 days allocated to this activity at GM will be wildly insufficient.