CULTURE EATS STRATEGY FOR BREAKFAST
This is part of a series of blogs, posts and articles on managing change. Please feel free to comment, add feedback or perhaps share your own experiences, recommended reading or favourite resources from the internet.
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Against all the evidence, the current wisdom of get the strategy right, structure follows strategy, and then sell, or tell, the people in the organization changes that they often know will not work continues with an astonishing frequency. Managers who once championed change programs frequently, on reflection many years later, relate to me how they underestimated the influence of culture and the damaging impact of poor engagement.
The eighteenth-century British parliamentarian, Edmond Burke, popularized the phrase “economical with the truth.” Most leaders interviewed stated that they did not distort the truth, but presented information in such a way that it was difficult for others to come up with an alternative argument. In this way stakeholders are gently led to a particular conclusion. Being “smart with information” was an oft-repeated phrase among my interviewees.
Not knowing what to do with the negative interactions that now become part of the culture, many CEOs and top directors give undue attention to structures, processes, and procedures. That is their way of handling tensions and counterproductive behavior.
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Tim HJ Rogers
Senior Consultant / Project Manager
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