Twelve reasons why the saying that "culture eats strategy for lunch" originally attributed to Peter Drucker is valid, each illustrated with a real world example and a question for your organization. Adapted from the Values Coach "Cultural Blueprinting Toolkit" (www.CulturalBlueprint.com).
2. Adapted from the Values Coach
Cultural Blueprinting Toolkit
www.CulturalBlueprint.com
3. We’ve all heard, and many of us have
affirmed, that culture eats strategy for
lunch (first attributed to Peter Drucker).
Of course, the reality is that culture and
strategy interact, and in the ideal case
they are mutually reinforcing.
This presentation shares 12 reasons why
culture really does eat strategy for lunch,
each illustrated with real world examples.
- Joe Tye
4. Each of the 12 reasons is
coupled with a question
that can help you focus on
building a stronger culture
in your organization.
6. Southwest Airlines
didn’t earn the
highest loyalty in
the industry with
its bags fly free
and fuel price
hedging strategies
7. Be loyal to earn
loyalty.
“We’ve made a commitment to our
staff that there will be no layoffs
related to this [lean] work.”
J. Michael Rona, (then) President
Virginia Mason Medical Center
8. Question #1
How is bilateral loyalty
expected and reflected in
your culture – and what
can you do to enhance
that loyalty?
26. When I was an MBA student at the
Stanford Graduate School of Business,
if I’d written a paper proposing a
business that gave away one pair of
shoes for every one we sold, I would
have flunked out!
Blake Mycoskie, Founder
of Toms Shoes
27. Toms Shoes has become
a cultural icon – creating
a level of success that
could never be attained
by strategy alone.
28. From a Glamour magazine article – NOT a paid ad!
“Celebrities from Kristen Bell to the
Jonas Brothers to Heather Graham have
all pledged to go barefoot tomorrow --
will you embrace your inner hippie for a
truly worthy cause, too?”
29. You cannot buy publicity
like that at any price –
you earn it with a great
mission and a powerful
culture.
30. Question #5
How can you inspire
your culture to get
behind something that
no one else is doing?
42. At the cost of violating its
people-centric values and
ability to compete for the
best talent.
43. He got booted for trashing a
great culture*
* Which might have
been his strategy
all along, since he
got paid a quarter
billion dollars just
to go away…
44. Question #7
What is the greatest
cultural resistance you
can expect to your
business strategies?
47. Not to mention the damage to
the company’s already bad
reputation for customer
service…
48. And the airline’s already
troubled employee relations
(they are the ones taking the
brunt of customer ire).
49. Within four days of the video
being posted more than a
million people viewed it and
United’s stock price dropped
10%, costing shareholders
$180 million.
50. Dave has since done two
more United Breaks Guitars
videos* and written a book.
* Now with more than
20 million views
52. “Why is so much time and energy
being invested in showing product
differentiation instead of sharing
who the company is and their
unique story? To me that defines
an opportunity lost.”
Dave Carroll: United Breaks Guitars
53. Question #8
If (when!!!) you have a
social media crisis will
your people come to
your defense or join in
the attack?
73. Your bottom line next year
will largely be determined by
your current strategies; your
bottom line in the following
years will be more influenced
by your current culture.
74. “Every organization has a
culture. Unfortunately,
many, if not most, cultures
develop by happenstance...”
Pamela Bilbrey and Brian Jones: Ordinary Greatness:
It’s Where You Least Expect It... Everywhere
77. The Cultural Blueprinting Toolkit features 6
one-hour webinars and a 180-page workbook
that will help you create a blueprint for the
Invisible Architecture™ of your organization
(the Blueprint Behind the Blueprint™).
www.CulturalBlueprint.com