What is the Cultural Enrichment Initiative?
Culture is traditionally defined by a company’s history and the predominant attitude that “this is the way things have
always been done.” Yet there are occasions when “business as usual” no longer produces results
the way it once did. Cultural enrichment produces the alignment and adaptation needed for an
organization to rise to the next level.
This process is unique due to its innovative approach. Top leadership and team managers are
engaged while simultaneously involving those at the grass-roots level. The result is a
guaranteed shift in the “business as usual” culture.
The initial top leadership team process begins most often at an off site setting over the
course of several days. Each process is highly interactive, participative, and completely
custom-designed to meet the specific business issues and needs of the organization.
How do you know if you need the Cultural Enrichment Initiative?
- Is the bottom line where it needs to be?
- Are you satisfied with your organization’s current results?
- Is “business as usual” working successfully for you?
- Did you step into a culture you didn't establish?
- Is your top leadership group completely aligned?
- Is every member of your organization following the same agenda?
- Did you inherit your leadership team or select and develop them?
- Are you attempting to build a true leadership team rather than a group of individual
“prima donnas?”
Contemplating these questions can help you determine if you need the Cultural Enrichment
Initiative.
What are some examples of the Initiative?
CASE 1:
A new CEO of a family-owned manufacturing facility experienced difficulty with his top
leadership group. While voicing commitment to his agenda, they seemed more loyal to the
“this is the way we’ve always done it” syndrome. Staff leaders were even bypassing him and
appealing to the emotional sentiment of the owner family, who had officially stepped out of
running the company.
Results:
CAPI staff met with the CEO initially for one day, followed by three days of interviews
with others in the leadership group. The off site and grass roots sessions began within two
weeks and follow up occurred periodically over the next two months. The problems were
successfully addressed and the organization has been growing as planned.
CASE 2:
A sales group had historically been extremely customer-service oriented. Their role was defined as entertaining current customers to maintain and
grow the business within. As the market matured it grew evident new business was needed and
additional customers were required. Yet the sales group had been conducting business the same
way for over twenty years. Like many things, the change process required of the group was
simple but not easy. When the vice president of sales contacted CAPI, he faced an ultimatum.
His sales group needed to change, or else they would likely all be replaced.
Results:
CAPI staff initially consulted with the vice president of sales, then the CEO, sales group,
and current customer base. An off site five-day program was custom-designed to begin the new
cultural transition. This was followed by a short-term reinforcement process that began
perpetuating new vision, strategy and goals for the group. Some training was provided to
augment individual skill sets. Written and audiotape material was utilized to perpetuate the
cultural evolution and enrichment. The sales group eventually evolved into a more active
culture, and began closing on more new business. Positive growth began occurring within six
months.
CASE 3:
The founder and patriarch of an extremely successful family-owned business was reaching his
mid-70s. He wanted to turn the operations, and eventually the ownership, of the company to his
adult children and other extended family members. There was no formal succession plan, though
discussions had been ongoing informally for several years. Circumstances were complicated by
the overwhelming sentiment among non-family employees against the family succession. This
extended to virtually all executives in the organization who were not family members. The
founder contacted CAPI to assist with a Cultural Enrichment Initiative.
Results:
This was an extremely difficult case that took nearly eighteen months to reach closure.
The initial consultation was expanded due to the complicated and emotional nature of the case.
Off site meetings were first held with family separate from non-family, and then incorporated
together. Ultimately the Initiative was quite successful. The founder’s goal was reached and
the transition was completed. There was no loss of employees and today the company is
experiencing an even better quality of leadership and increased success.
How is the Cultural Enrichment Initiative Conducted?
The outline below is typical of CAPI's approach, though time frames are based exclusively
on the individual situation.
| Step |
Description |
Time |
| 1 |
Diagnostic Procedure: Individual and group interviews and assessments to grow familiar with the culture and goal of change. |
1-5 days: key leaders
3-10 days: others |
| 2 |
Initial Culture Enrichment Initiative
Offsite meeting with top leadership group and
grass-roots program with other employers. |
3-7 days: key leadership group
3-7 days: others |
| 3 |
Incremental Learning Program |
2-18 months
(2-3 days per month) |
| 4 |
Follow-Up Offsite Meetings |
3-6 days quarterly over the course of a year. |
How long does the Cultural Enrichment Initiative take?
The duration varies, but most Initiatives take between six months and three years to complete.
| 
