Organisational culture is something that affects the success of different types of change programme.
I noticed this a lot with organisations when trying to introduce Lean to organisations where the underlying culture was all about providing evidence and who analysed facts before taking actions. With Lean being a very intuitive change tool it does not 'fit right' with what these types of organisation are looking for, making its implementation very difficult.
Conversely, trying to apply Six Sigma as the driving change tool in an organisation which has a prevailing culture of 'firing from the hip', it is almost painful to apply.
The 'fit' of the right change tools with the organisation's culture is in some ways more important than the application of the tools themselves!
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