Culture should be 'hacked' not changed

It is an open secret that culture change programmes promise much but deliver little.

Yet, businesses pour big budgets and huge teams of specialists into projects that end up being much ado about nothing.

The crux of the problem is that these programmes are devised in lab-style conditions - locked away in a project management office or poured over by a team of analysts and consultants beavering away in their ivory tower, says Atif Sheikh, CEO of Business 3.0.

He tells HR Grapevine that businesses should be adapting their culture to the workforce by 'hacking' at it - instead of trying to deliver change too fast, too soon.