A strong culture is vital for organizational success – as evidenced by the relationship between culture and leadership, employee commitment, customer satisfaction, and innovation. But “strong” doesn’t mean fixed. As the organizational goals and strategy change over time, so too should culture intentionally be changed. The best leaders ask, “Who do we need to be (culture) in order to achieve what we’re trying to do (strategic goals)?” But there’s one barrier that holds many organizations back from genuine and successful culture change: *ownership.* The first question to ask when culture change is on the horizon should not be, “How do we go about this?” but rather, *“Who owns this?”*
The answer is too often, HR. Recently, I spent time with one of the world’s largest financial institutions, in the process of changing their culture. They have a significant call to change, an official remit to do it, yet one major challenge of ownership. And as with most medium-to-large organizations, official responsibility for shifting organizational culture lies in the hands of senior HR executives and their team.