be the new person on the team and you
want your team to be more creative or
innovative. Or you want them to make
decisions based on data and insights.
Several authors have identified step-wise
approaches to culture change. Cummings
and Worley (2001) have a 6 step approach
to change that you as a marketer could
use to drive culture change within your
sphere. Let us use the example of cultural
change you wish to make within your
team that comprises of individuals from
two different departments, marketing and
digital, who have now come together to
form one marketing team.
With changes in technology and many
organizations embracing digital marketing,
there is a shift towards bringing these two
seemingly different specializations under
one roof.
Formulate a strategic vision
As team leader, it will be up to you to drive
the vision for the department. Just as an
organization has a vision - a long term
plan. The formulation of this strategic
vision or plan would probably benefit from
input from everyone on the team, getting
them to see what benefit would accrue
to both individuals and the organization
if these teams were to work together in
tandem.
Now from a purely theoretical perspective,
digital marketing “refers to the use of
digital technology platforms combined
with traditional media to achieve
marketing objectives” (Dave Chaffey).
From a practical perspective, it means
individuals who have focused on the two
different parts of the definition and are
now being compelled to work together.
If you are look-
ing to achieve the
unimaginable
for
your organization,
take a moment and
think through what
needs to change. Go
ahead and follow the
change process. Ig-
nore culture at your
own peril!
20 MAL31/19 ISSUE
Organizational change cannot be success-
ful unless it has the blessings of top man-
agement. Top management set the pace for
change, where they are committed to the
changes. Within this context, this means
having senior management ‘singing from
the same hymn book’ on how this change
will benefit the organization.
Traditional and digital experts may see
each other as threats. Teams may be
wondering if the integration of the two
departments will mean job losses. The
team leader may have changed, bringing
a different leadership style from what one
is used to. The thought of doing things
differently is scary and challenging all at
the same time.
A strategic vision that drives the direction
of the integrated department will form
the foundation for the culture change. It
will help the team see how relevant values
and team behavior can be an integral part
of the success of the vision. Everyone
has strengths that they bring to the table
without which the team can be shaky at
best.
Top management
Commitment
Organizational
change
cannot
be
successful unless it has the blessings of top
management. Top management set the
pace for change, where they are committed
to the changes. Within this context, this
means having senior management ‘singing
from the same hymn book’ on how this
change will benefit the organization.
Model the culture change
from the top
Step 3 ties in with step 2, in that the
behavior and actions of you, as the team
leader, and the behavior and actions of the
business leader and peers must be in sync
with the change. One cannot be talking
about integrating traditional and digital
marketing, if there are different camps at
the top that favor one approach over the
other.
Senior leadership must have an
understanding of how digital platforms
can impact growth and increase market
share. They must understand the intricacies
of curating content, of online advertising
and of relevant metrics that they need to
monitor. This must come out very clearly to
the integrated marketing team, to ensure
that there are no cracks in the execution
of strategic plans. Also key, is building
trust that this is the decision that is in the
best interests of the organization. Senior
leaders whose actions suggest they do not
believe or have faith in the change will
simply be fueling uncertainty and doubt.
Modify the organization
to support organizational
change
Within the context of the example under
review, this means that existing structures
may not be adequate to drive the change.
What is needed is an adjustment of
departmental structures, of processes that
the team uses to guide work flow and an
adjustment of management styles as well.
As team leader, if you are a micro-manager,
and the team has individuals who are used
to a more hands off approach, then you
need to make changes to accommodate
the different members yet work with
leadership styles that resonate with your
personality as well. This calls for being
flexible and open minded.
Socialize newcomers and
terminate deviants
The approach being proposed in step 5
sounds harsh, but very necessary. Some
employees are open to change and fit
into the new culture without too much
conflict. These are the individuals who
can act as change champions. Others may
find the transition more challenging or
may be openly hostile or resistant to it.
If these employees do not fit within the
new culture then one needs to make tough
decisions as to whether their presence will