Culture Eats Strategy for Lunch by Curt CoffmanInspired by a quip attributed to management guru, Peter Drucker, Culture Eats Strategy for Breakfast, this book is a crash course for turning culture into competitive advantage. Culture isnt the enemy of strategy and performance, but an equal player in the game, not to be underestimated or overlooked.
Culture Eats Strategy for Lunch is for everyone trying to work within a culture to make something happen. Each of us moves daily through a myriad of cultures, from neighborhood, to organization, school and church. And it is our connection to those cultures, which either inspires the best within us or reduces us to average.
The authors teach you how to use the force of culture to make your work environment what youve always wanted it to be: a healthy place with inspired people and boundless organic growth.
This book follows in the tradition of Coffmans first bestseller; First, Break All the Rules, in that the secrets come from the study of high performing organizations, where culture drives results. Effective culture is like a six lane suspension bridge, and poor culture is like a swinging bridge strung together with fraying rope.
The practices of extraordinary cultures and their uninspiring counterparts emerged through decades of work and research. The qualities that make a culture excellent are about 80 percent generic and 20 percent unique. Competitive advantage results from the 20 percent that slam-dunks the brand promise to the customer.
Coffman and Sorensen, seasoned, highly experienced researchers and consultants, usher in a new perspective which challenges some bedrock, but time-worn organizational practices, from the little boxes on the organizational chart to the employee survey and the bureaucratic veneer. Some of our practices are obsolete, but more to the point, our methods no longer match to goals we need to achieve.
Why buy the piano when what you want most is to hear the music?
Culture Eats Strategy For Breakfast. So What's For Lunch?
Here's why culture eats strategy for breakfast, lunch and dinner
Get on a Southwest flight to anywhere, buy shoes from Zappos. Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Performance-oriented cultures possess statistically better financial growth, with high employee involvement, strong internal communication, and an acceptance of a healthy level of risk-taking in order to achieve new levels of innovation. Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR.
There's a debate online about whether the late management guru Peter Drucker ever actually said: "Culture eats strategy for breakfast. However, the phrase was attributed to him in by Mark Fields, who later became chief executive of motor giant Ford, and 11 years on it is gaining new currency as part of the movement for purpose-led business. Drucker certainly believed that a company's culture normally thwarts any attempt to create or enforce a strategy that is incompatible with that culture. His alleged phrase, which doesn't seem to appear in any of his 39 books, has passed into corporate-speak and is oft-referred to by management consultants. Only a quarter of boards said that they undertake an internal or external audit of their culture.
It failed as a sustainable, scalable organization because we had no meaningful purpose to create team unity to fight through the tough times. Compare this to the rapidly growing company Eventbrite that I visited recently with some of my students. There was palpable energy and excitement in the air when we stepped in the door. Dozens of neatly parked bicycles spanned a row next to the smiling receptionist. That room had a conspicuous red rotary phone for the emergencies that might come up in planning such a large event, a clear and visible sign linking the company to its customers in a positive manner. Eventbrite office in San Francisco photo: Bill Aulet. Being from New York, I am inherently skeptical about worlds of happiness and cohesion.