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REINVENTING STRATEGY Using Strategic Learning to Create and Sustain Breakthrough Performance phần 7

Chúng tôi đã làm điều này bằng cách yêu cầu một loạt các câu hỏi thâm nhập về nhà nước của công ty, khách hàng của mình, và môi trường của nó. Nhóm điều hành có thể tạo ra một chẩn đoán tiết lộ. Rõ ràng ngay từ đầu rằng Med-Surg đã rơi vào một cái bẫy thông thường. | Six Myths about Corporate Culture 157 In the same way the performance of a business organization and the specifics of its culture are interdependent. One version of this myth is the belief that there s something sacred about a company s culture or that it represents an end in itself. This attitude is sometimes seen at companies with a long proud tradition and history and in practice it often leads to complacency or rigidity with the culture treated as a kind of holy relic that mustn t be tampered with We can t change whatever our founders would roll over in their graves When taken to this kind of extreme the treatment of culture as an end in itself can be highly destructive. A strong culture can be a powerful advantage but the key is to understand that it is a means to an end. Culture as we ve established is expressed through everyday behaviors. When those behaviors support your strategic aims then your culture can be one of the most powerful drivers of success. But when your inherited culture is a barrier to the successful implementation of your new strategy it needs to be changed. Myth 3 The first step in redirecting our company should be defining our values. As I discussed in Chapter 5 many of the companies I coach assume that they ought to define their values before creating their strategies. But as we ve seen this is a mistake. Defining corporate values in a vacuum is a meaningless exercise. Companies should first make their strategic choices. Only then will they be able to define those values and the attendant behaviors that will help them achieve success in pursuit of their strategies. The more clearly they define their winning propositions the easier it will be to describe what those behaviors need to be. Myth 4 Culture can t be measured and rewarded. This myth arises from the first myth that culture is something vague and mysterious. Because culture is expressed through specific behaviors it can certainly be measured and rewarded just as you would measure