Sau khi giám đốc điều hành của Med-Surg đã phát hiện và mài dũa những hiểu biết này, họ có thể không chỉ đơn giản là đi bộ từ họ. Thật vậy, quá trình học tập chiến lược buộc bạn phải bước tiếp theo: để dịch những hiểu biết của bạn thành một chiến lược mang tính đột phá. | 162 TRANSFORMING THE CULTURE Again Edgar H. Schein has summarized the key insight succinctly Never start with the idea of changing culture. Always start with the issues the organization faces only when those business issues are clear should you ask yourself whether the culture aids or hinders resolving the issues. When Culture Fights Strategy Changing the culture of your company will not happen overnight. In that sense culture is very different from the other levers in the business system. If you want to change your company s compensation structure you can do it at a stroke. If you want to change your company s organizational structure the same applies. But if you want to change your company s culture then understand that you are embarking on a long and arduous journey. In fact it is a journey that never stops. A cultural change is harder to accomplish than almost any operational project. It requires an unwavering commitment strong leadership and continuous reinforcement. This is a challenge that many CEOs have difficulty with and it is a process that many companies bungle. I learned just how difficult it can be to change an entrenched culture when I served as the nonexecutive chairman of a Polish company a few years ago. Sabotaging Change at Brzeg In the mid-1990s I was hired by an American investment group to coach . Brzeg a newly privatized company and the leading producer of margarine in Poland in the ways of the free enterprise system. I saw this as an exciting challenge a great opportunity to lead an enormous transition effort but it also helped to reinforce some important leadership lessons. Privately I worried that Brzeg s executives most of whom were holdovers from the state-run system would not be suited to the task of competing in a free enterprise system. In the old Socialist centralplanning system waste protectionism and corruption were the norm. When Culture Fights Strategy 163 The people who thrived in that system were inward-looking .
