Benefits of change



One of the barriers that companies face in overcoming their “stretching point” is their organizational culture and the impact this has on team dynamics and relationships with stakeholedrs and  across borders. Aligning culture, processes and people through a change management process yields measurable results.

Oftentimes  the C-Suite will propose extraordinary strategies that are dropped midway in the belief that  they are “impossible” to implement or that they are turning out to be much more expensive than predicted.  A brillinat strategy that is not in line with the company culture does not work! Many companies have developed a culture that is inconsistent  because it has not been consciously built with a purpose: the purpose to empower the Vision and Strategy.

Studies show that for an organization to achieve sustainable growth, adequate productivity and agile, aligned, ambitious, flexible and adaptable teams, leadership in the company must maintain a balance of 65% task orientation and 35% relationship orientation.

Often, the organizational culture influences whether this balance is maintained or broken.

ROI 25%

In order to achieve this balance and encourage positive organic development, it is necessary to align internal processes and procedures with the necessary behaviours and dynamics taking into account the local context.

In order to achieve the 65/35 balance, it is necessary to work on three levels to manage the cultural change of companies:

  • Systems
  • Processes/Structures
  • Behaviors

This is done through three practices and using specialized tools such as Country Navigator or The Barret Model.

Benefits of a culture change processe

For the purpose of explaining the benefits of understanding and adjusting the Organizational Culture we will use the terms Task vs. Relationships orientation. To outline the organizational culture, we use 9 dichotomies.

In general, looking at the following map we can summarize that the countries in yellow  are  Task  oriented and countries in orange or red shades place greater emphasis on relationships.

Culture change managementTask vs. Country Relations

Among members of the same culture, there are common behaviors, trends and traits.

Neither culture (task/relationships) is better than the other one. Both have strengths and weaknesses. However, at an organizational level, it is useful to know in which environment we operate to:

  • Understand, anticipate and detect deficiencies within our own organizational structure more accurately
  • Adjust our communication to the environment we operate in and be more efficient in it


Some features that define task orientation



  • Even people who do not particularly like each other personally can work well together because the focus is on getting the job done.
  • Focus on results and effective decision-making.
  • The candidate is evaluated on the basis of his/her achievements and his/her entry into a new position may be quicker as he/she does not need to belong to the circle of "acquaintances".
  • Clear rules, processes and procedures in place in order to save time and reward fairly.
  • Meritocracy.
  • Self-responsibility and proactivity.


  • Possible frustration with being too focused on the task and delivering results.
  • Loyalties can change quickly and relationships can be short lived.
  • They can become over-demanding, perfectionist, ambitious and reach autocratic leadership styles. Generate or self-generate burnout.
  • Hiring is based on track record and CV. Dismissal is based on results with little regard for personal/team contributions.
  • Excessive/dysfunctional internal competition.


Some traits that define relationship orientation



  • Focus on the person, on maintaining long term professional and personal relationships.
  • Relationships are cared for and a person is trusted if he or she belongs to a trusted group or has been recommended by an acquaintance.
  • Encourage group work (not necessarily teamwork).
  • Collaborative and interpersonal intelligence.
  • Seek to have processes and work under established frameworks in order not to generate differences or make someone feel bad for "standing out".


  • Harmony often prevails over the result.
  • Conservative and loses authenticity. Standing out from "the crowd" may be considered negative. Presenting new ideas follow an ingroup process.
  • Complacency and negotiations may take time since the relationship must first be established.
  • Hierarchical and selective communication.
  • Effort is often rewarded over results.


Benefits of maintaining a balance 65/35


  • The culture will support & thrive on bold strategies.
  • Pride and sense of belonging to the organization.
  • Greater adaptability
  • Proactivity.
  • Self-responsibility and Proactivity.
  • Knowmad spirit (constant self-learning).
  • Agile Teams.
  • Transparency.
  • Solid, sustainable growth with healthy teams.

Achieving a 65/35 balance results in sustainable growth, high productivity and high team positivity.

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