Culture Rejuvenation: A Corporate Journey of Back to the Future
Organizations today focus their competitive advantage by building strategic business plans centred on innovation, customer care, artificial intelligence, and technology implementation. Too often, these strategic initiatives are considered a culture change. But is this a culture change? This session will address whether a culture change is possible. Using two case studies, you will understand the importance of the role of values in defining your culture, the essential place of vision or purpure, and look at the interconnections of culture or stagey. Most executives understand, in theory, the power of culture―but theory and reality do not often align. Cultural change efforts often fail and cause more stress for employees. Why? Because values are the foundation for culture, values evolve; they generally don't change overnight. Culture renovation. It's all about keeping what works, changing what needs to be changed, and celebrating the cultures that made you great.
Learning Objectives:
- Discover the power of a company that focuses on living its values and having a passion for purpose.
- Learn effective methods for enabling your leaders to Own the Message with their teams on organizational expectations and changes.
- Explore common pitfalls and practical approaches for employee communications.
- Understand the power of the differences between leaders who act and live their values versus those who espouse the values but excuse their actions saying the values are aspirational.
- Understanding the culture and values journey is not an HR responsibility.
In-person session offerings are on a first-come, first-served basis.
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David S. Cohen
Dr. David S Cohen, Ed. D. has a vision: organizations that thrive by living their values in good times and especially VUCA times. David's first career was in elementary and high school education, where he built a reputation for building school communities based on purpose and social responsibility. Thirty-three years ago, David transitioned to corporate consulting. As a consultant, David earned a reputation as a contrarian consultant because he does not always follow what is popular in his chosen field. David works with leaders helping them understand what is and what is not necessary to build an active and positive organization. He helps leaders' step into life's challenges, inspiring them to create a sustained approach through a values-based focus, resulting in better business results. David has had the privilege of partnering with firms across five continents and all business sectors. Additionally, he has worked with governments, from the local to the federal levels, and not-for-profits.
He has taught at Queens University School of Labour Relations and the executive education program at the Schulich School of Business, York University. Currently, he teaches organizational development at Durham College. David earned his doctorate from Boston University in Humanistic and Behavioural Studies. During that time, he also completed independent studies at the Harvard School of Education, where he was a teaching assistant.
David is a keynote speaker, educator, disruptor, facilitator, team builder, and executive coach. He has authored two books and numerous articles in professional journals.
- The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers (John Wiley and Sons, August 2001)
- Inside the Box: Leading With Corporate Values to Drive Sustained Business Success (Jossey-Bass September 2006)
When David is not travelling, he is hanging out with his five grandchildren, when possible, attending Toronto Raptor's games, or relaxing with family and friends.
David is honored to be recognized by the GlobalGurus30 as one of the top 30 GlobalGurus in Organizational Culture.