Modern leaders and managers cannot ignore that their organizations must change from time to time. In this chapter, Trompenaars and Hampden-Turner (2020) explain the peculiarities of a new change management framework, addressing the issues of profitability and market share and understanding core competencies. The goal is to promote the importance of cultural shifts and avoid contradictions between continuity and change. In addition to learning some critical steps for changing organizational culture, it is also recommended to define the role of a leader who becomes a symbol of this culture.
Another key issue of the chosen chapter is the promotion of a through-through process for change management. According to Trompenaars and Hampden-Turner (2020), culture is based on a list of rules for the organization to follow. Therefore, when a leader plans to change culture, it means that new regulations and obligations occur. Instead of creating an ideal system, the authors suggest focusing on existing and desired values in terms of which some changes may be possible (Trompenaars & Hampden-Turner, 2020). The intervention includes the development of a sensor according to which organizations determine their future, a new corporate culture, and a key purpose. Leadership competencies must be discussed to learn the existing dilemmas and solve them in a short period.
In general, a new approach is based on managing change through reconciling concerns. It is not enough to examine one problem but to unite experiences and integrate knowledge for a winning outcome. Business and cultural changes should go together because improvements within one sphere will not be effective if no positive shifts are achieved in another sphere. Therefore, a new framework helps identify the worth of integrity and transparency and move to the required changes and organizational growth.
Trompenaars, F., & Hampden-Turner, C. (2020). A new framework for managing change across cultures. In F. Trompenaars & C. Hampden-Turner (Eds.), Riding the waves of culture: Understanding diversity in global business (4th ed., pp. 247-264). McGraw Hill.