Chapter 13: Corporate culture and leadership. This chapter includes contents: What to look for in identifying a company’s culture, culture: ally or obstacle to strategy execution? types of cultures, creating a strong fit between strategy and culture, grounding the culture in core values and ethics, establishing a strategy-culture fit in multinational companies, | Corporate Culture and Leadership 13 Chapter Screen graphics created by: Jana F. Kuzmicki, . Troy State University-Florida and Western Region Chapter Roadmap Building a Corporate Culture that Promotes Good Strategy Execution What to Look for in Identifying a Company’s Culture Culture: Ally or Obstacle to Strategy Execution? Types of Cultures Creating a Strong Fit Between Strategy and Culture Grounding the Culture in Core Values and Ethics Establishing a Strategy-Culture Fit in Multinational Companies Leading the Strategy Execution Process Staying on Top of How Well Things Are Going Pushing Company to Achieve Good Results Keeping Internal Organization Focused on Operating Excellence Exercising Ethics Leadership Making Corrective Adjustments The Defining Characteristics of a Company’s Culture Its core values, beliefs, and business principles Patterns of “how we do things around here”—its style of operating and ingrained behaviors of company personnel Oft-told stories illustrating company’s values Its approach to people management Ethical standards Internal politics Traditions What to Look for in Identifying Corporate Culture A company’s culture is manifested in . . . Values, beliefs, and business principles management preaches and practices Official policies and procedures Its revered traditions and oft-repeated stories Attitudes and behaviors of employees Peer pressures that exist to display core values Its politics Approaches to people management and problem solving Its relationships with external stakeholders “Chemistry” and “personality” permeating work environment How Is a Company’s Culture Perpetuated? Selecting new employees who will “fit” in Systematic indoctrination of new employees Senior management efforts to reinforce core values, beliefs, principles, key operating practices Story-telling of company legends Ceremonies honoring employees who display cultural ideals Visibly rewarding those who follow cultural norms Culture: Ally or Obstacle to Strategy | Corporate Culture and Leadership 13 Chapter Screen graphics created by: Jana F. Kuzmicki, . Troy State University-Florida and Western Region Chapter Roadmap Building a Corporate Culture that Promotes Good Strategy Execution What to Look for in Identifying a Company’s Culture Culture: Ally or Obstacle to Strategy Execution? Types of Cultures Creating a Strong Fit Between Strategy and Culture Grounding the Culture in Core Values and Ethics Establishing a Strategy-Culture Fit in Multinational Companies Leading the Strategy Execution Process Staying on Top of How Well Things Are Going Pushing Company to Achieve Good Results Keeping Internal Organization Focused on Operating Excellence Exercising Ethics Leadership Making Corrective Adjustments The Defining Characteristics of a Company’s Culture Its core values, beliefs, and business principles Patterns of “how we do things around here”—its style of operating and ingrained behaviors of company personnel Oft-told stories illustrating .
