Sessions

Only one in five change programs deliver the benefits expected of them. The high failure rate of change initiatives is, in part, due to the fact that change leaders, change agents, and change consultants do not have an effective framework to address the role of corporate culture and national culture in the change process. Despite a number of strategic and culture change programs initiated by many organizations in recent years, efforts directed at identifying specific, observable, and therefore measurable factors have eluded us until recently. Universal Consensus has developed a framework called the “Business Model of Intercultural Analysis™” which effectively addresses issues of corporate and national culture in the change management process.  Using this framework, change leaders are in a position to thwart the resistance that often plagues multinational organizations during the change process.