Seeding, Nurturing, and Sustaining Vibrant Program Cultures

Speed, resilience, agility, and innovation are hallmarks of the digital era. More than ever, the ability of an organization to execute change programs efficiently and successfully is a competitive necessity.

Change program execution has a checkered past. We continue to hear about change program failure rates in the 70% range. How much of these statistics is marketing hype? It doesn’t matter. What does matter is your organization’s capability to execute change programs consistently well.

Your organization’s future depends on it given the accelerated rate of change induced by the digital era. You simply cannot afford to fail.

Program failures are not the result of technology, it’s the culture of the organization that gets in the way. The root cause is people working together ineffectively, or lacking the time, tools, energy or resources to do the job.

To build an agile, faster, more resilient culture, the senior leadership’s tone-at-the-top and behavior must be fully supportive; it must animate and energize program teams; and, it must provide efficient governance mechanisms that speed both decision-making and the resolution of open issues.

Executives, leaders and individuals must hold themselves, and one another, accountable for the success of the entire program by delivering on their commitments, and supporting every aspect of a change program, not just their area of responsibility.

There are three areas of focus to seed, nurture, and sustain vibrant program cultures.

· Program Efficiency

· Program Collaboration

· Program Energy

Program Efficiency addresses how well a change program is resourced, governed, and staffed with the right skills and knowledge.

Program Collaboration addresses how well leadership at all levels spanning stakeholder groups cooperate to achieve program purpose.

Program Energy addresses the extent to which people are engaged and energized by the program.

All three shape program behavior affecting speed and risk of failure.

All three need to be considered in program planning and attended to throughout the life cycle of a program.

All three shape vibrant program cultures as a source of competitive necessity.

You simply cannot afford to fail in the digital era. Your organization’s future depends on it.

Frank Wander

Frank Wander, a former CIO, is the founder and CEO of PeopleProductive (, and the author of Transforming IT Culture, How to Use Social Intelligence, Human Factors and Collaboration to Create an IT Department That Outperforms (Wiley, 2013). This unique book is the first operator’s manual for human infrastructure and will help you successfully transform your leadership style and organization.

PeopleProductive has taken that concept to the human side of the enterprise. We similarly help you find, measure and fix a broad spectrum of behavioral, emotional and enablement issues. For the first time, you can eliminate the inefficiency that holds highly productive people back and measurably increase productivity.

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