Join us at Engage 2018!

We come together to celebrate digital power, learn from inspirational industry leaders. Our mission for tomorrow is to built an inovative future based on colloboration and technology.

When? May 22-23, 2018

Where? ss Rotterdam, Rotterdam, the Netherlands

It’s FREE to attend!

Silverside is proud to sponsor this great European event.

ss rotterdamss Rotterdam, the former flagship of the Holland America Line

4 Steps to Change your Company Culture

Change a company culture is the most difficult decision for managers and leaders. Indeed, as Tom Peters affirmed:

“It is easier to kill an organization than it is to change it.”

However, nothing is impossible in the business world. For this reason, here there are some tips and tricks that everybody can use as a guideline, in the process of changing company culture and management. Four steps are almost mandatory:

Assess your Company CultureAssess company culture

The best way to start the change, is to understand where your company culture exactly is. This means understanding which specific characteristics shape it, the mission, the values and the vision. In this challenge, online surveys can help to highlight qualities, pitfalls, challenges and allergies. They also offer specific advice for running an implementation project within the organization and tips for the required change management. Don’t you know how to do it? The Company Culture Assessment will definitely help you.


Start with Why

start with why

Simon Sinek champions the philosophy of “Starting with Why”. This is a simple yet profound message that motivates leaders and employees to change. There is a strong need to communicate to all employees the reasons for a project and what the consequences of this migration will be for them. And motivation means people want to change, rather than must change. This will drastically reduce employees’ retention towards the change.

Productivity scenarios: Find the right tools

productivity scenarios

Productivity scenarios provide a structured way of exploring the effects of a new company culture. Scenarios paint a picture of a possible near-term future where new tools, combined with better practices, can create more efficient ways of working. Finding the right tools for the change, having as a base the features of the company culture and the behavior of its employees, is one of the most decisive task in the process.

Tiny Habit

Change HabitsA “Tiny Habit” is a simple behaviour or action you do at least once a day, that takes you less than 30 seconds and that requires little effort. Every time you success in doing or embracing the new habit, you must celebrate. The stronger you feel a positive emotion after your Tiny Habit, the faster it will become automatic. Yet, with little actions repeated regularly, we can easily transform our attitude at work. If you are thinking to change a company culture and employees’ behaviour in only one day, we can ensure you this is not going to happen. The process requires time and efforts, but at the end, the result will be successful.  


Altogether, these four steps make leaders understand that the change is never immediate, nor simple. Remember, what you need is: awareness, team collaboration, motivation and hard work, it is possible to change the company culture, without neglecting the core values at the base.


Organizational Culture, Identity and Image: Everything you should know to avoid confusion

Organizational culture plays a central role in companies. It incorporates the mission of organizations and shapes its vision.

Many management researches, have confirmed the importance of a strong company culture, for leaders and employees. Moreover, the most successful companies are those with the best organizational culture, surveys says.

Yet, the reality is that, many leaders and managers still make confusion between organizational culture, identity and image. The purpose of this article is to clarify these concepts and their relations. As a consequence, leaders and members can build a strong and defined company culture, image and identity.

Organizational Culture

Organizational culture can be defined as a set of factors: the mission, core values and beliefs of a company. It involves all organizational members. The organizational culture builds the symbolic context in which the company operates and  forges managerial initiatives and everyday interactions with external audiences. In this way, it affects the identity and the external image of the company.

Organizational Identity

Organizational identity refers to what members perceive, feel and think about their organization. It is a commonly-shared understanding of the organization’s values and characteristics. Being grounded in the meanings and organizational symbols, it is embedded in organizational culture. Top managers communicate the identity to employees, but then its interpretation is mainly based on cultural patterns of the organization, work experiences and external influences.

Organizational Image

Bernstein, in his book Company Image and Reality: A critique of Corporate Communications (1992), gives a clear explanation of what an organization’s image is. In his opinion, it consists on the feelings and beliefs of the external audience, that may be different from the image that the company believes to have. Organizational image is also influenced by leaders’ decisions and everyday interactions between organizational members and external actors.

Interdependence of Culture, Identity, Image

As we can see from the definitions above, organizational culture, identity and image are strongly related and interdependent (more details about the relation between culture, identity and image see the article Mary Jo Hatch, Majken Schultz, “Relations between organizational culture, identity and image“, European Journal of Marketing).

More specifically, the relationships between culture, image and identity form a circular process. They are all distinct aspects of the organization, but at the same time, they are all interconnected.

In this process, the internal and the external context intersects. While the organizational culture is embedded in the company and encompasses the organizational identity, the image is subjected to the effects of the external environment.

Implications for management

In conclusion, what managers and leaders should learn from this process, is that they need to focus not only on the company culture, identity and image separately, but on the relationships that exist among them. They must also have clear in mind the importance of external actors and their interpretations of the company. Of course, this may represent  challenge for managers, but it is essential to build a strong and successful company culture.



Silverside starts joint venture to develop PACE Online


Silverside and Lead Innovation started a joint venture on the 23rd of December to launch the PACE Online platform.

Our ambition is to increase employee productivity with the use of smart tools. ‘Change’, however, is not easy. With our PACE methodology we help IBM Connections and Microsoft Office 365 users with the transformation of an email culture towards a more collaborative organization. With our approach, we make the change easier, more accessible and more fun. In practice, this means that we can make 84% of the users smile.

To make this service and implementation methodology even easier and more accessible, the idea emerged to launch an online platform. With PACE Online we make our proven services and accumulated knowledge virtually available and accessible to everyone. Both physically and also in terms of budget.

To achieve PACE Online a joint venture is formed with Lead Innovation, a specialized development agency with a state-of-the-art development platform which proven end products. The next three years, a team of Silverside and Lead Innovation will develop a complete platform so we can facilitate and automate change management worldwide.

On May 8, 2017, the first version of PACE Online will go live during Engage in Antwerp. Please mark the pre-launch party on May 7 in your calendar. Details and registration will follow soon!

About Silverside

Silverside is a consulting organization specialized in assisting its ambassadors to inspire them, equip and motivate them to become a collaborative organization. The PACE methodology was developed to support our customers and partners in every step of the change process. Silverside has the ability to deliver this in EMEA. PACE Online is a platform in the works to make this also accessible worldwide.

About Lead Innovation

Development is a team effort! Lead Innovation supports organizations by developing innovative software both smarter and faster. We achieve this by using our own development platform for web-based systems and mobile apps.


Rear more about PACE methodology.