Put out feelers.
While proposing and conducting the cultural changes, put out feelers to get reactions from your leaders, departments, regions, or newly acquired companies. That'll give you an idea of who’s on board and who isn’t.
Start from the top.
Members of the leadership team who fundamentally disagree with the culture changes should be dealt with first. Since they have enormous influence over other employees and processes, it’s important to move them away from the change processes or out of the organization if necessary.
Work your way down.
Next, you may want to restructure some departments or regions that have a negative disposition toward the change. You may also consider selling off newly acquired subsidiaries resistant to the organization's culture.
Make way for the proponents.
Promote the advocates, supporters, executors, and achievers of the proposed culture change. Give them more influence over employees and processes so they can implement the changes quicker. This will also send a message to the covert opponents, encouraging them to change their ways if they want to progress within the company.

Ferret out skeptics and non-believers early

How to Apply This