How can Imprint Analysis be used to facilitate organisational change and integration?
Over the years that we have worked with organisations undergoing restructuring, change and integration, we have observed that there are two sides to a corporate culture. One side is easy to identify and can be readily explained by the CEO, management and employees. The other one, however, seems to be outside the associates awareness and yet, paradoxically, this is the element they use most, but which they cannot describe objectively. This hidden part is associated to a sense of identity and security and when disregarded tends to make employees very angry. This is the part, which is often responsible for sabotaging the change process. Imprint Analysis is ideally suited to address these issues, as it brings to the surface the hidden element of the corporate cultures of acquired companies.
