Portsmouth Business School

Past Hot Topics

Culture...it grows! It doesn't just happen!

  • Date: 15 June 2016
  • Time: 5.30pm
  • Venue: Richmond Building, Portland Street, Portsmouth PO1 3DE

Like everything that grows, culture needs a place or a niche it can occupy and requires nurture and encouragement. Most of all it requires patience.

Cheryl Hall, Director of Quality and Regulatory Policy, Walgreens Boots Alliance

Cheryl explored the way long-term strategies such as those that have to be employed in establishing a sustainable business, can be a key lever to grow an appropriate culture within a company.  Big word...culture. Hard to hold the truth of it in the head. But doing the right thing can really help us grasp the meaning of culture. And that's the essence of sustainability. 

Sustainability demands we ask the question " why,?" again and again until we find the truth of it. In Walgreens Boots Alliance and In Global Brands, Boots are discovering their truth on a daily basis as they face the challenges of being the world's first and foremost pharmacy-led health and beauty business. Creating a positive culture guided by their values of trust, and partnership must become one of their winning strategies.  

Leading cultural change: the lived experience
Professor James McCalman, Director, Centre for Strategy and Leadership

In writing Leading Cultural Change James was chiefly interested in how dynamic processes can transform an organization; in particular, how theory and practice intertwine to produce, maintain and protect organizational culture. By examining a ‘lived experience’, an example of cultural change, James will be primarily concerned with trying to understand the role that management plays in attempting to intervene in what they see as dysfunctional aspects of organization to transform these.

The core of our argument is that managers pay less attention to knowledge competencies drawn from the behavioural sciences to improve cultural processes and enable the expressive capacity of the organization. Managers often emphasize change agendas that ignore the cultural dimension of change work.