Unlocking the value of HR to drive a change-ready culture

Abstract

Purpose

This paper aims to present a case study focused on developing a change-ready culture within a large organization.

Design/methodology/approach

This paper is based on personal experiences gleaned while driving an organization-wide culture change program throughout a major financial advisory firm.

Findings

This paper details over a dozen key lessons learned while transforming the HR department from a fragmented, ineffective, reclusive and disrespected department into one that was competent, knowledgeable, enabling and a leader of change.

Originality/value

Drawing on the real-world culture change intervention detailed here, including results and lessons learned, other organizations can apply similar approaches in their own organizations – hopefully to similar effect.

Citation

Macpherson, C. (2017), "Unlocking the value of HR to drive a change-ready culture", Strategic HR Review, Vol. 16 No. 4, pp. 171-176. https://doi.org/10.1108/SHR-05-2017-0032