U can not develop a whole organization within a single year

So, there is a characteristic of development years that they start on January 1 and last until December 31. Quite a standard feature, yes, maybe not just in our market :) Still, it's a pity to accept it. As Mark Twain would say, if you find yourself agreeing with the majority, it's time to take a break and think.

There are two kinds of people, one believes that people's attitude and approach can be shaped - in a better case, they are appointed as leaders.

The other kind of person believes that if someone was trash, they remain trash.

Not my expression, but one of my siblings' (and I'm even mindful of personality rights, see, I have two!! :)), pretty strong, I must say, but at least it's vivid.

Let's leave category B here, such a person would never start any project expecting change in their organization, as they do not believe that people can change (because that's the same thing? Uh-huh, yes. The organization = the people, the people = the organization. One will not change without the other :) )

Hoping for a meaningful change from an entire organization within a year, I think, is naivety.

Really.

So until you hack the system and figure out how to do something persistently over the years, it's a waste to start. Of course, I'm exaggerating, but you wouldn't read otherwise :) Obviously, it's not just a waste to start, but those changes you aim for will not be brought about. I'd say okay for a twenty-person organization, borderline at two hundred, won't work at five hundred, and not at all at five thousand, not even a little :).

In defense of any developer, it's not (just) because the efficiency of a project that really encompasses the entire organization would be so low.

But because when you talk about a year, it often turns out to mean, say, 5 days of effort from a leader. That's 5 development days, which means roughly 30 hours. In a year. I started learning to play the piano in November, practicing half an hour a day, and my performance is still utterly negligible. Just saying :)

And when these thirty hours are up, you nicely close the project. Why? Because there's no approved budget for the next year, see above. Usually, there are two cases, one where there will still be a budget for the next year, it's just delayed in approval. They are prepared quite sophisticatedly, approximately like this:

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And then we even raised the budget, not with inflation, but a little. In other words, obviously, there will be fewer hours for development, but let's not complain. Someone's entire cost line was deleted, after all, there's a crisis, we're not developing.

Unfortunately, however, having a budget also means you have a boss. Whether dotted line in Zurich or direct, sitting at the level above you.

But no matter where they sit, you can't just go to them and say, look, this year we're going to do the same as last year. That's what we managed to come up with. And since that's not possible, because we don't allow ourselves, you have to come up with something new. In a worse case, it's already been decided in Zurich. They have bosses too, to their defense. And they also believe that something new must be invented every year.

As long as you don't continue the work from the previous year, you have to learn to play the piano in 30 hours. But it's not possible. My older daughter has more hours of church singing (??) in a semester, yet she can't sing psalms. Thank God.

And since there's this belief in organizations that SOMETHING NEW must be done, every year they throw aside the piano and bring in the flute. Then the drums. Then they wonder why the band's outcome is questionable.

Until you can somehow break through this belief, don't start working on a culture development that encompasses the entire organization; you won't be able to measure any significant change. Not because you measure badly, but because there won't be any.