They say culture eats strategy for breakfast. This book provides a practical, do-able approach to culture transformation, giving you the essential insights required to effectively design, implement, measure and manage the culture you need to achieve your business targets.
As we’ve explored in the previous entries of this ‘Defining Culture’ series, culture is the patterns of behaviour that are encouraged, discouraged or tolerated by people and systems over time. With this definition locked in, let's take things a step further.
In the first of an exclusive series of articles defining culture in organisations, Walking the Talk's Director Europe, Amanda Fajak, begins by walking us through how culture is distinct from engagement.
I was recently involved in a Ministerial Summit on Corporate Culture in London. Two things struck me at the event. Firstly, after spending the last 17 years highlighting the criticality of culture, it feels as though it has truly ‘arrived’. After achieving status as Merriam-Webster’s dictionary word of the year in December, culture is referenced in almost every newspaper and magazine. On or offline, it is omnipresent.
Sometimes it’s good to get back to the basics...
It's easy to slip into the habit of thinking about your culture as a project, or a series of activities that have to be performed: Communication training, values alignment process, reward systems, workplace redesign— tick, tick, tick. But culture isn't separate from normal business activity, it is created through what is done every day.
