April 2026
Intermediate
224 pages
4h 24m
English
I’ve asked a thousand executives from around the world this question: “In which part of your organization would implementing changes offer the biggest opportunity to improve performance?” I give them the options of strategy, people, organizational structure and incentives, or organizational culture. By far the most popular answer, espoused by 46 percent of them, is culture. The next most common answer is strategy, identified by 25 percent.
The perspective that culture, along with strategy, is the key input to organizational performance is not new. Yet culture has traditionally been underemphasized in the pursuit of performance because it was seen as hard to change.1 And there is an important ...
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