Organisational cultures change constantly. They adapt to the new challenges that environments present to organisations. In these adaptational processes cultural flaws may emerge.

For example, some members of a team may find a way, under newly arising circumstances, to enrich themselves improperly. Because others remain silent, this may only be discovered at a late stage. By then, the behaviour – together with the beliefs that legitimise it – may already have become embedded in the team culture.

Another example is when, out of fear of reputational damage, forms of criminal interference are not addressed. This may involve seemingly minor matters, such as purchasing goods in the company’s name or discreetly delivering a package abroad along one of the regular transport routes. Criminal interference can gradually expand.

Cultural problems of this kind call for planned change. This type of change becomes necessary when cultural flaws lead to a dysfunctional culture that may, over time, pose a threat to the organisation. Cultural transformations are complex and require clear change pathways and concise messages, so that empoyees understand the need for change and will contribute to creating a new culture.