Gen Y and Corporate Transformation
    Category: Column By : Andrew Tani Read : 1174 Date : Monday, July 08, 2013 - 00:50:02

    After planning the future, overcoming present challenges and enjoying the fruits of success, people in a company begin to share basic assumptions—their philosophy—about their world, inside and outside the company. Given time, they will share notions about what is important to pay attention to—their principles. Those basic assumptions and notions, also called beliefs and values, drive the choice of technology, work habits, and the recognizable way that people collectively think, speak and behave in order to win.

    Once formed, CEOs find it extremely difficult to reform these dimensions of corporate culture because true and lasting change needs to take place at the level of the individual—if each individual does not change their own basic assumptions, principles and practices, then essentially nothing will change in the corporate culture on a collective basis. Many CEOs make the process more difficult by setting a change agenda that is too ambitious—too many changes at once. Others add more problems by setting an unrealistic timeline—expecting reform in a much shorter time than it took for the culture to be formed in the first place.

    Indeed, reaching out to and engaging all individuals in an organization is a daunting task, made more complex now that a majority of your people are members of Gen Y. To engage this group, CEOs and human capital directors can use four sources of influence.

    1. Self Motivation

    2. Peer Influence

    3. System Influence

    4. Leader Influence

    Use these four sources of influence that affect all individuals in your organization to transform your corporate culture. Your continued success may depend on it.