The purpose of my research is to diagnose the existing organizational culture of Redwood Coast Petroleum (RCP) to establish a more sustainable culture of innovation. With this research I have identified key cultural factors that must be changed for future sustainability of RCP. Using a hybrid qualitative and quantitative methodology, I conducted the diagnosis of RCP’s organizational culture. I used an Innovation Survey Assessment Tool from Innovation Point, a boutique innovation-consulting firm. The Innovation Survey Assessment Tool (ISAT) was given to all the managerial leaders at RCP. I conducted interviews with five of managerial leaders and from the data; I was able to determine that there is a strong preference for change towards a culture that is favorable to innovation; but there is no clear vision and or resources to create a product that will set RCP apart from its competitors. Past managerial leaders of RCP created a culture that was more about competing in the market instead of being an innovative organizational culture. The culture was less flexible and restrictive which included poor information flow and a lack of communication with negligible cross-function interaction and autonomy. Past organizational practices focused on being a market follower as opposed to a market pioneer. With this type of culture in place, RCP has had limited innovative growth. Fortunately, there is evidence based on the data I collected that indicates the presence of cultural characteristics conducive to an innovative organizational culture. These include: being open to new ideas, new methods, new customs, and new devices. Learning how to create a software program that will help RCP’s customers monitor their fuel tanks; being pro-active in initiating the research and development of such programs; and sustaining momentum, consistency and perseverance of the development process. The essential purpose of this research paper was to identify critical components of RCP’s organizational culture that are incompatible with the organization’s innovative vision. By doing so, attention can be placed on implementing a change management program in which I can be a change agent. In my role as a change agent, I would help the managerial leaders of RCP to change the dysfunctional components of the culture to allow the future sustainability of the company. The method of investigation is that of a hybrid qualitative and quantitative case study (a) to identify the major components of the current organizational culture, (b) to determine how the organizational culture influences the managerial leaders, (c) to identify the innovative vision of Redwood Coast Petroleum, (d) to decide what change methods are necessary to meet RCP’s innovative products and goals. One survey, consisting of four sections with five questions each, was administered to all ten top tier managerial leaders. Interviews with five different executive personnel at key organizational levels were completed and documented, and a literature review of all related data was conducted. Information gathered from the surveys was compiled into data tables to assist in comparing findings with analysis. This study analyzed the importance of implementing a change management program to develop a culture that is more innovative which in turn helps to create more opportunities for RCP’s organizational development and success. A recommendation as a result of this research were formulated and includes ensuring that all employees have the ability and responsibility for innovation initiatives, and providing them with a non-threatening environment in which to introduce new ideas. The findings of this study offer a contribution and support the logic of implementing a change management program that will establish a sustainable culture of innovation for Redwood Coast Petroleum. Furthermore, this study was conducted to assess my competencies as a potential change agent. A change agent can...
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