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Strategy and Culture
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Culture eats strategy
Culturecan be identified in a business unit's artifacts:
vision,
norms,
symbols,
beliefs,
behaviors, and
traditions.
Strategy- successful strategies need supportive cultures.
Issue
Q: How does a business unit get the best out of strategy in periods of uncertainty and structural change. (How do you get buy-in to achieve what needs to be achieved?)
What artifacts actively attracts people to use our services?
What artifacts actively discourage success?
Immediate culture questions
Vision and Mission
how is the vision made evident throughout all of our activities?
is the vision and mission persuasive?
Collaboration
how do our projects cross support and benefit each other?
Education
how do project leaders co-educate each other and what artifacts demonstrates a culture of co-learning?
Is our unit a skilled team or a unit of skilled individuals?
Recognition
how are achievements (both small and large) celebrated?
Traditions
how adaptable is our business unit to change?
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Belief Strategy Clients
Business units who are charged with innovation, change of practice and emergence must contend with many complex cultural artifacts across many sites. This includes working with other business units, divisions and (in the case of education) school sites. It is important to have a persuasive business culture and a belief in our services, if we are to influence other site cultures.
Purpose and Belief:
Simon Sinek: How great leaders inspire action through purpose (read more).
People don't buy what you do, they buy why you do it
Inspire by Why then How then What
Have a Purpose and have a Belief in your purpose
Have a strategy and plan.
Have explicit results.
Believe in what you want your clients to believe in.
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