If strategy often fails at implementation, it is the wrong culture that freezes implementation
An organisation that values considered and time consuming analysis is not going to be best placed to implement a strategy that requires a fast pace and risk taking such as one centred on product innovation. Likewise, a culture that values harmony and collegiate group consensus will have difficulty when external pressures dictate the decision making process.
This is not to undervalue analytical or harmonious cultures, but we need to be able to align culture to the job of strategic implementation. It may be that your culture fits the strategy, but if not, then we have work to do. It is for this reason that we insist on a culture audit as part of the strategy development process. Sometimes it validates the existing culture as fit for the task, but more often than not, it reveals areas for attention in the process of organisational preparedness.
Cultural change is fundamental to strategy development and is a key component of strategic implementation.
The Organisation Culture Survey reveals the operating style of the organisation in favourable conditions, and when in conditions of stress or conflict. It is easy to administer and more importantly, easy to understand. Based on the Strength Management Method it speaks in plain English and tells it how it is.
Our experience tells us that organisations who commit to an organisational audit uncover significant information regarding their capabilities, and in the process, come to understand themselves better.
And critically, by addressing cultural change first, organisations can dramatically improve implementation capability.
"Culture eats strategy for breakfast."