When you're serious about culture change

As published in the Journal of Employee Communication Management July/August 1999 Summary: Changing the culture at Monsanto wasn't "nice to do," it was "need to do." As the company faced a transformation in its business, it required a revolution in its culture. The next scene showed executives in cubicles, consolidated communication vehicles, and a thing called a "Communications Process Hub." These people weren't fooling around. Full text available at: http://www.ragan.com/ME2/Sites/dirmod.asp?sid=&nm=&type=Publishin g&mod=Publications::Article&mid=8F3A7027421841978F18BE895F87F791& SiteID=AD40857F08AF45FF9185A5F3689C717B&tier=4&id=5433202F02FB483 DAFECF9495FB9E22B A few years ago, Monsanto Company, the emerging leader in the new field of life sciences, consciously rejected what chairman & CEO Robert B. Shapiro called the cold and debilitating traditional corporate culture. Instead, Monsanto began to shift to an environment characterized by increased openness, creativity and free thought. Lots of companies, we know, have begun that very same shift. But have they gotten as far as we have? Judge for yourself. When Monsanto made the decision to enter this new field called life sciences we had several advantages, but we also faced significant obstacles. Our advantages were a big lead in technology and innovation, a compelling vision and strategy, and people willing to take on the task of transformation. However, the obstacles were daunting. Monsanto did not have the size, market penetration or financial muscle of our competitors. So our advantage had to come from an organization that could be more flexible, innovative, creative and faster to market. We would define and lead in this new industry through the strengths of our people not our infrastructure. Coming in second place was not an option. The start involved a list of daunting tasks: * Increase shareowner value * Communicate our new vision and values of a company committed to doing well by doing good * Launch our large and promising product pipeline faster, better and smarter than all of our competitors who had the financial resources to beat us to market * Help our people adapt to new operating principles and understand how we were going to create a life sciences growth company out of a stable, traditional value-based chemical company In 1997, we were asked to help to support these efforts and communicate these new messages throughout the company. It had to resonate with employees (or, as we call ourselves, Monsanto people--in striving to achieve cultural and operating shifts we're learning that language is important and plays a significant role in credibility, clarity and success). Our challenge was to develop and execute an internal communications strategy based on the company's new values of creativity and open lines of communication. Giving people the freedom and tools to get the job done. Shapiro and Monsanto's leadership had knocked down the walls (literally--moving all top executives into open work spaces, making them more accessible to all our people) and announced that the company was open to change. It was our job to challenge the old-model communication and to make this culture change credible--to make it meaningful and real to Monsanto people. It was, in effect, our job to use communications to help transform a culture. MORE: To read the full text of this article visit: http://www.ragan.com/ME2/Sites/dirmod.asp?sid=&nm=&type=Publishin g&mod=Publications::Article&mid=8F3A7027421841978F18BE895F87F791& SiteID=AD40857F08AF45FF9185A5F3689C717B&tier=4&id=5433202F02FB483 DAFECF9495FB9E22B