Get an overview of the theory and our view on culture.
Learn about the assessment tools we use.
Find out more about our programs and strategic approach.
Read case studies about our real-world effect on culture.
To remain relevant, organisations need to adapt to a changing environment. Major change, like technology upgrades, impacts culture because it alters the way people work together. Sometimes the change relates to culture itself, like becoming more supportive of inclusion or employee wellbeing.
Inevitably, significant organisational change means staff need to change how they think and interact with others. This human aspect of change shouldn't be underestimated. As organisational psychologists, we know what people need to make a smooth transition through change.
Major change = culture change.
In an ideal world, there should be no difference between an organisation's culture, values, and mission statement. This is not always the case.
If there's an identified safety risk with a machine, will it be shut down until the problem is fixed, or kept running to meet production targets?
Is your organisational culture well aligned with your values statement?
Knowingly or unknowingly, leaders' words, actions, and choices create organisational culture. Good news - It takes no more leadership time or budget to create a high-performance culture than an average culture. The difference is intentional leadership.
Organisations are complex systems. An issue arising from one area can have ripple effects on other areas - like throwing a stone into a lake. Are there ten issues, or two issues causing eight negative outcomes? Trying to fix outcomes instead of root causes wastes time and money
That's why we don't make assumptions.
We use data from surveys, interviews and focus groups to discover what's really happening. Because clearly defined problems lead to better solutions. Applying Kaya's five-stage methodology ensures quality solutions.
How do you know whether a culture initiative is working? How can you determine return on investment? The ability to track progress is important for any organisational goal. That's why the final step in our methodology is determining effectiveness. We use data to help organisations determine how well their strategies are working. Data indicates when existing initiatives are well established and when the organisation is ready for the introduction of new initiatives. We use science to remove guesswork, leading to better decision-making.
We don't manage change, we help you lead change
Organisation-wide improvement – culture change - has been compared to turning the Titanic. It's effortful and slow because culture is the outcome of thousands of messages communicated by an organisation, consciously or not, about what they truly value. Changing only a few aspects isn't sufficient to influence the final message 'heard' by employees.
There are an enormous number of levers an organisation can use to send culture messages. The key is ensuring that all levers are sending the same message. Enduring culture change requires a co-ordinated approach.
Our process differentiates strategic levers, which must be in place for change to occur, from tactical levers, which influence the success of change initiatives.
We train teams and leaders on all aspects of this process, equipping them with the in-depth knowledge to successfully implement major change in their organisations. We're also available to support along the way if needed.
As the external environment shifts, organisations need to adapt to remain competitive. That's why we consider managing change to be a key leadership competency. Skilled leaders can support their teams through change in a way that minimises detriment to performance and, most importantly, employee wellbeing. As organisational psychologists, we know what people need to make these inevitable changes easier.