Bancolumbia: Talent, Culture and Value Creation Management in Mergers Essay

Any ecesisal culture interventions atomic number 18 designed to treat issues that affect almost everybody within that culture. These interventions are done for a number of reasons. in that location are always enormous pressures on organizations to reduce costs, increase productivity, speed up cycle time of product development, light up direction, improve morale, and increase participation. Sometimes organizations approaching large scale interventions consciously and intentionally, such as when they develop a 3 to 5 year strategic plan, put away in a culture adjustment initiative, or acquire/merge with other organization like in the deterrent example of Bancolombia.Change may also be forced on the organization unintentionally due to changes that occur inside the organization such as an unexpected mental synthesis change which was also the case for the parties confused in the Bancolombia merger. Organizations often choose a large intervention when the task is interlink ing or urgent, or when multiple quite a little are packd to accomplish it. whatsoever the reason, the purpose of a cultural intervention in a large transcription is to make lasting change in the character and performance of an organization, a standalone condescension unit, or a large department. The large-scale organisational interventions significantly affect built-in aspects of the organizations functioning, structure, and processes. Thus, these interventions are visible, wide-ranging, and require significant commitment and attention of organizational leadership and members.Once culture is naturalized and accepted, it dos a strong leadership stopcock to communicate the new organizations beliefs and values to its members, and especially new comers. When leaders promote the culture, they become successful in maintaining organizational growth, the good services demanded by customers, the ability to address problems before they become disasters and consequently are war-ridde n against rivals. Ultimately, if kill properly, corporate culture can be the only truly sustainable competitive advantage.