Good strategy has traditionally been seen as the key to business success. More recently, purpose has become an essential element of doing business. But something else is missing: culture, or the essential elements of how an organization and its employees behave, as well as its governing beliefs and principles. And yet, culture often receives less attention than purpose and strategy. The author thinks of purpose, strategy, and culture as a triangle: Each angle connects with and shapes the other two, and if one changes, the other two must evolve and adjust to maintain balance and shape, or the triangle breaks and falls apart. He presents three types of levers companies can use to profoundly shape an effective culture and allow their strategy to come to fruition.
Early in his career, strategy was seen as the key to business success. More recently, purpose has become an essential element of doing business — the north star and inspiration meant to orient all company activities. But there is often a large gap between a company’s purpose and what its employees experience, and a simple communication campaign about the great new company purpose won’t do much good on its own.
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