One cultural factor is risk tolerance. I have learned that the more risk tolerance the organization, and its leaders, the greater the probability is of successful transformational change. Incidentally, success is defined as meeting the objectives of the transformation in the timeframe specified, and that it is sustainable for the long term.
The greater the risk tolerance, the more likely the organization will be to try new ideas and approaches. Executives are more willing to engage with employees to discuss opportunities related to the transformation. Further, executives are more willing to put the execution of the transformation in the hands of the employees.
This means that executives must be secure in their leadership to experiment and innovate, and they must be more willing to give up their leadership to others in their organization. The more frontline employees are enrolled in the execution of the transformation the greater the sustainability.
Call to action: if you are leading a transformational change, ask yourself this question. Are you hoarding the leadership, or are you taking greater risk to enroll your leadership team and your frontline employees to help drive the change?
Dedicated to your profitable transformation,