Culture eats strategy for breakfast

Peter Drucker


According to Edgar Schein, Swiss-born American business theorist and psychologist and professor, culture is a set of rules that are more or less visible to outsiders, and more or less easy to describe by insiders. Some aspects are apparent and obvious, others are almost unconscious. The harder these aspects are to describe and explain, the harder they are to be changed.
Culture development is a sensitive metamorphosis that can cause employees to feel confused and destabilised. Nevertheless, evolving company culture is possible, through thorough reflection, and subtle modifications.
As previously said, culture and organisation are closely linked. Through careful analysis and active listening, we can establish true partnership and accompany you at every step towards building the appropriate model for your organisation, to fit your company culture or make it evolve to meet your business needs.
In order to deliver the best results, companies usually organise themselves in business units, departments, teams, positions, roles and job descriptions, often in hierarchical levels that reflect the level of responsibility in decision making of individuals within the units.
But organisations are not fixed networks. They are dynamic ecosystems that must evolves according to the external environmental changes.
Many choices are available to us when we invest in making an organisation evolve. Nevertheless, these choices usually cannot be implemented at the blink of an eye.
As an organisation is composed of people, changes are usually the result of complex reflections that involve much more than just creating a flowchart that connects positions and gathers them in teams. It also involves making the company culture evolve.
Organisation and culture are therefore very closely intertwined.

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