Organizational Culture Can Be the Key to Implementing Strategy

Organizations have cultures in much the same way that nations do.  Organizational culture is multi-layered and complex, consisting of values, stories, language, practices, policies, rewards, structures and behaviors. It is created over time, often unintentionally, as a result of how the organization responds to external events and how it behaves internally.

What does culture have to do with strategy?

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‘Collaboration’ among many individuals with a variety of orientations is often seen as the source of success for all kinds of organizations.  In government, the Obama administration has highlighted the President’s intention to listen and consider many views before making decisions. In healthcare, the model practiced at the Mayo clinic, which rests on teams of specialists sharing knowledge and information on individual cases, is touted as most effective and efficient. For business organizations, we are often reminded that innovation and responsiveness to customers and clients can best be achieved when people from many functions work together seamlessly and ‘silos are busted’.

If Collaboration is so effective, why aren’t we all doing it?

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Coaching for leaders and managers has become the most widely used management consulting service in American corporations in the last decade. More and more leading companies use Coaches to improve their bottom line, as evidenced by the following excerpts from Fortune Magazine, Harvard Business Review and The Conference Board.

“Coaching is attracting America’s top CEO’s because, put simply, [it] works……..managers described an average return of more than $100,000, or about 6 times what the coaching had cost their companies”.
Fortune Magazine

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