A large part of my work entails helping companies leverage their culture so that it supports their mission, vision, and strategic objectives.
So when I first saw the April issue of Harvard Business Review, with its cover boldly proclaiming in bright red print: “You Can’t Fix Culture”, I was intrigued…
CULTURE CHANGE – A RESULT OF STRUCTURES AND PROCESSES?
After interviewing four CEOs who successfully led major business transformations, the authors of ‘Culture is not the culprit’, Lorsch and McTague, started to suspect that trying to fix culture to improve the business might be the wrong place to start.
Their findings led them to the hypothesis that the best way to transform culture is to… stop focusing on culture so much – and to focus on the business instead. And particularly on strategy enabling processes and structures.
In other words, they suggest that culture changes as a result of the way business is done, not the other way round.