Organizational Culture Development
This process is for organizations that want to spread a mindset, behavior or attitude throughout their day-to-day operations. We support the work from defining the target way of working to embedding measurable behaviors in practice.
CSIP (Continuous Service Improvement Process)
GROW's own methodologyBuilding continuous improvement into everyday operations, not as a project but as a routine.
- We introduce weekly one-hour team meetings
- The meetings are facilitated by an internal CSIP Champion, trained by GROW
- Improvement ideas come from the team, not from the top
- The goal is for an improvement mindset to become part of the culture
The Continuous Service Improvement Process is a continuous improvement mechanism that becomes part of everyday work and makes organizational self-improvement part of the culture. It is based on lean methodology and uses simple, widely applicable tools to make improving processes, services and systems a natural part of employees' working lives. At its core, small teams meet weekly for one hour to work on mini-projects they define themselves, moving implementation forward week by week. The process is cyclical: when one project is finished, the next can begin. The work is facilitated by an internal, elected CSIP Champion, who receives thorough methodological preparation from GROW; GROW supports the rollout and its sustainability with a proven methodology. The mechanism energizes the organization in two ways: the results make work smoother and less stressful, and employees experience that, empowered by their leaders, they can implement improvements themselves.
Related programs: CSIP (Continuous Service Improvement Process) · Collaboration Development for Teams · Organizational Culture Development
Genfluence Generational Diagnostics
GROW's own methodologyMeasures where expectations actually differ between generations within the organization.
- Shows, based on data, the real source of generational tensions
- Tells you what is worth doing about them and what is merely an assumption
- Can be the starting point for culture development
Genfluence is GROW's own generational diagnostic. It starts from the fact that four generations work side by side in organizations today, and everyone thinks they know what the problem is with the others, yet there is rarely any data on it. The diagnostic measures where expectations actually differ between generations within the organization: regarding work, leadership, recognition and collaboration. The results separate genuine generational differences from what are really structural, capability or system problems, and show what is worth doing about them. The assessment can be the starting point for culture development, and it also aligns the content of leadership programs with the organization's actual situation.
Related programs: Organizational Culture Development
What is the program about?
A consulting process with concrete behaviors and everyday practices, skills development and blended learning elements; the scope depends on the project.
The added value of organizational culture to business performance does not show up directly in the reports, yet its influence and business value are almost taken for granted in leaders' thinking; just think of the success of companies that embody innovation or customer focus both externally and internally.
What the organization gets: organizational alignment, a shared language and stronger shared values; daily and weekly practices in operations that add value and support the implementation of the chosen strategy; improved organizational performance and competitiveness; the development of the leadership and individual capabilities that the new way of working requires, and an organizational culture that is sustainable in the long term.
Who is the program for?
For organizations facing a culture change, and for the leaders, HR professionals and internal OD practitioners responsible for implementing it. It is especially timely when a particular mindset, behavior or attitude needs to be spread throughout the organization.
When is it worth starting?
- increasing competitiveness requires deliberate, measurable culture development
- processes and systems also need to fit the new way of working, not just intentions
- previous culture programs ended as communication campaigns, without real change.
How we work
We don't start a culture change with a values statement, but by making sure the desired behavior shows up in daily and weekly practices in operations. One example is spreading a continuous improvement attitude, for which we work with GROW's own CSIP methodology.
More and more of our clients are voicing, at the business and strategic level, the need for a culture change to strengthen operations and move to the next level. Behind the banner of culture change there is usually the goal of changing and spreading a certain mindset, behavior or attitude across the organization: that everyone engages in continuous improvement, that customer focus is present in all communication, or that everyone brings a business development perspective.
How do we ensure the process succeeds?
- We identify the working habits and behaviors that best support the organization's goals.
- We spread the new way of working throughout the organization.
- We ensure that the organization and individuals become able to work this way: we place targeted emphasis on the skills the new practice requires, such as communication and problem solving. We do this both in traditional ways and with blended learning elements, creating a comprehensive learning process.
- We align processes and systems. The way organizations work is also strongly shaped by their structures, systems and processes, so without aligning them the targeted change can hardly succeed.
- We measure the effectiveness of the change: we make sure the right indicators are in place to give us feedback on the process and to show the actual results of development at both the individual and the organizational level.
Who will you work with?
Lőrincz Orsolya
Managing partner · senior consultant
Kőrös Blanka
Consultant · trainer · coach
Salamon Dorottya
Organizational development consultant · trainer · mediator
Tóth Alexandra
Consultant · trainer · coach
Verdes Tamás
Operations team lead · Senior organizational development consultant · trainer
Ördög László
Partner · Business Lead · senior consultant · trainer
Nagy Zsanett
Junior consultant
Farkas Fanni
Junior consultant
Meretei Barbara
Senior consultant · trainer · coach
Dr. Hartyándi Mátyás
Senior consultant · trainer