This demonstrates what most leaders know or are learning: Culture is today’s major performance differentiator. Culture creates the foundation for strategy and will either be a company’s greatest asset or largest liability.
Don’t leave the organizational Pac-Man unattended
Culture is a relentless driver of employee behavior. Left to its own devices, it can potentially limit an organization.
Organizational culture will always eat strategy if left unattended
But if leaders work to define it, assess it, and understand it, culture can be used as a tangible business lever to directly achieve goals and improve performance.
Perhaps most importantly, great company cultures are like great societies – they can expand human potential by empowering people to do exceptional things.
But many senior executives don’t want to talk about organizational culture, preferring to focus on strategies, products or services and results.
Better be like IBM’s former CEO Lou Gerstner, who said:
I came to see, in my time at IBM, that culture isn’t just one aspect of the game – it is the game.
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