The topic for the next event was inspired by the now popular phrase: culture eats strategy for breakfast. In looking for panelists that will represent different viewpoints it has become a culture versus strategy debate. Our panelists, our guests and both Susan and I are talking about them in terms of which one is more important in helping a business achieve its goals. Continue reading
After many years of helping organizations develop and execute strategy one thing we have learned is that corporate culture has nothing to do with the success or failure of strategy. Strong leadership and excellent change management skills are what counts.
We have found 10 reasons why companies fail to execute strategy. They are:
- Implementing strategy means change and change needs change management. Many business owners have no training in change management and so they try and force the change on the team. Forcing anything has the opposite effect; resistance. Continue reading
Guest Blog by Jonathan Wilson, Soul Systems
One of the myths of our increasingly globalized age is that people are all, in essence the same. I’ve lived in radically different settings over my forty plus years and I can testify that they are not – these include seventeen years growing up in a remote tribe in the rainforests of New Guinea to working with warlords in South Africa to my leadership and strategy work with Europeans and North Americans (I have also studied culture academically). Cultures vary widely in how they view time, what makes someone a leader, whether life is a primarily a set of mechanical problems to solve or a variety of relational ones to maintain, and so on. And, as our European and Asian counterparts tend to be quite familiar with (where their work teams are more culturally diverse), differences between cultures can make it tremendously hard to maximize performance. But when teams figure out how to tap the unique contributions from each person and their culture-informed contribution, magic happens. Continue reading
This statement “Culture eats strategy for breakfast.” is provocative. It stems from the idea that corporate strategies cannot be met or achieved if the culture isn’t there to support it. Some would say culture is soft and in reality often put on the back burner to satisfy strategy first.
It’s easy to define ‘strategy’: it’s a design, a game plan, the means to help achieve something. But how do you define culture within a business setting? It can be hazy and perhaps a trendy thing to talk about right now. Continue reading
Our first event – April 10, 2013
CEOs, Executives and Business Leaders joined our panelists to discuss the most prolific divide between generational groups, ever.
It was a rainy Spring day but Holt’s Café on Bloor was bright and beautiful. Guests started arriving just before 6 pm and had about 45 minutes to mingle and chat. Holt’s served delicious food and wine before we got down to business at 6:30.
Our guests were looking for a way to bring their team together, to cut the squabbling and get down to business? Many had multiple generations working in their company, identifying with this pervasive issue. They were inspired by insights from this enlightening discussion with our panelists and questions from their peers. Continue reading
Turn off that noise… . Get a hair cut… .I used to walk ten miles to school up hill, in the snow, uphill. Kids today… There’s always conflict between the generations. How could they not be when shaped by very different social, political and world events. The music alone, wow.
But the way Generation Y, or the millennial generation has impacted the workplace as they come of age is demonstrating the mother of all generational differences. The rift has inspired experts, studies, and events like ours to deal with it. Continue reading
It’s a hot topic – Generation Y this, Generation Y that. Why? Because due to their sheer numbers as the echo of the post-war baby boom, and the massive technological advancements and social change they’ve grown up with, their entrance into the workforce is having a huge impact on workplace harmonics. They are so different that it has created the mother of all generation gaps in businesses with up to four generations in the workplace, trying to co-exist. Continue reading