Organizational culture the business game changer

Organizational culture the business game changer

Organizational culture the business game changer

Organizational culture is today’s major performance differentiator

This is something that has been observed over the years by organizations around the globe and ironically not many take it up seriously. Yes, its organizational culture!

Companies with a weak or broken culture struggle harder and are negatively affected by the deficit.

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 time and again, companies have gotten caught in the undertow of their cultural norms. Many companies have launched major change programs only to see their old cultural beliefs fight to reassert themselves.

Most organizational cultural evolution’s take much longer than most leaders expect.

Organizational culture Pac-Man - Organizational culture the business game changer

Organizational culture eats strategy for breakfast, lunch and dinner – Don’t leave the organizational Pac-Man unattended

Organizational culture the business game changer

Does culture eat strategy for breakfast, lunch and dinner? The answer is YES! To strengthen a company’s culture get ready for a time of deep, reflective thinking.

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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About The Author

Torben Rick

Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. International experience from management positions in Denmark, Germany and Switzerland.

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