chapter 12: Corporate culture and leadership: keys to good strategy execution

let started chapter 12: Corporate culture and leadership: keys to good strategy execution

first of all...

corporate culture is the character of a company's internal work climate—as shaped by a system of shared values, beliefs, ethical standards, and traditions that in turn define behavioral norms, ingrained attitudes, accepted work practices, and styles of operating. A company's culture is important because it influences the organization's actions and approaches to conducting business. In a very real sense, the culture is the company's organizational DNA.

key features of a firm's corporate culture:

Company cultures vary widely in strength and influence. Some are strongly embedded and have a big impact on a company's practices and behavioral norms. Others are weak and have comparatively little influence on company operations.

Strong company cultures can have either positive or negative effects on strategy execution. When they are well matched to the behavioral requirements of the company's strategy implementation plan, they can be a powerful aid to strategy execution. A culture that is grounded in the types of actions and behaviors that are conducive to good strategy execution assists the effort in three ways:

• By focusing employee attention on the actions that are most important in the strategy execution effort.
• Through culture-induced peer pressure for employees to contribute to the success of the strategy execution effort.
• By energizing employees, deepening their commitment to the strategy execution effort, and increasing the productivity of their efforts.

requirements, is a tough and often time-consuming challenge. Changing a culture requires competent leadership at the top. It requires making a compelling case for cultural change and employing both symbolic actions and substantive actions that unmistakably indicate serious commitment on the part of top management. The more that culture-driven actions and behaviors fit what's needed for good strategy execution, the less managers must depend on policies, rules, procedures, and supervision to enforce what people should and should not do.

• Leading the drive for good strategy execution and operating excellence calls for three actions on the part of the manager in charge
• Staying on top of what is happening and closely monitoring progress. This is often accomplished through managing by walking around (MBWA).
• Putting constructive pressure on the organization to execute the strategy. well and achieve operating excellence.
• Initiating corrective actions to improve strategy execution and achieve the targeted performance results.

]z we end here this chapter... thank you so much for reading...JJJ z]