ABSTRACT
As a social psychologist the author was most interested in organizational cultures and how they could enable companies to thrive. Based on a ten-year research program and the author own practical on-the-ground experiences, he present the characteristics of sustainable cultures those that best support sustainable companies. Through case studies, the author will share leaders' journeys the mistakes they made, the successes they achieved, and the lessons they learned. This chapter reviews the fundamentals of sustainable companies and sustainable cultures. It looks at how the unique identities of sustainable companies develop. The chapter examines how both interpersonal and organizational trust influence every other aspect of the organizational culture. It presents the arguments for why becoming change-adept is critical for all organizations, and especially for sustainable companies. Subsequently the chapter explores transformational change in greater detail as well as what it requires of leaders.
