History and culture as a compass for the future

A change process often begins with the realisation that the current situation is no longer sufficient, or with a desire for something new. It is only human: we prefer to look ahead, leave the past behind and paint an appealing picture of the future that inspires people and motivates them to take action. Sometimes we are even impatient to get started, because the future seems almost too good to be true.

In several recent assignments, we have once again experienced how valuable it is to pay attention to history and culture at the very beginning of a change process. This may involve the history and culture of a sector, organisation, department, team or individual.

The past often plays a significant, unconscious role in achieving ambitions. In one of our assignments, we therefore worked with those directly involved to create a timeline. Together, we identified defining events, such as changes in senior leadership, a merger, a reorganisation and shifts in strategic direction.

The organisation had become independent more than twelve years earlier, following the bankruptcy of its parent company. This generated tremendous energy: we will prove that we can succeed on our own and make it a success. Departments were given considerable ownership, people received plenty of attention, and central control over processes and policies was deliberately kept to a minimum.

After several years, however, the organisation faced setbacks and a succession of leadership changes. Trust gave way to control, and the pressure to demonstrate accountability increased. The focus shifted increasingly towards processes and central guidelines, and away from a shared vision. The organisation became inward-looking and lost touch with the outside world.

The original mission following independence had been accomplished, but no new shared vision for the future emerged. Centralised control was now met with considerable resistance, while the strong autonomy of individual departments was beginning to hinder collaboration. What had once been a major strength had become an obstacle to achieving shared ambitions.

In this example, pride and autonomy developed into a strong aversion to collaboration and direction across departments. As a result, shared ambitions struggled to get off the ground.

By bringing this pattern to light and acknowledging its origins, space was created to reconsider existing beliefs. Not by rejecting the past, but by understanding why certain ways of working and responding had developed. With this understanding, the organisation could work together towards a new vision for the future.

Changing established beliefs and attitudes takes time. After all, history and culture develop gradually, with each stage building on what came before. Employees who have been with an organisation for a long time will therefore not automatically question everything that has become familiar.

Letting go of the past can create fear, uncertainty and confusion. This calls for a carefully guided process that allows room for acknowledgement, meaning and a credible new direction.

History and culture are therefore not things to leave behind. Instead, they provide an important compass for navigating the way forward.