You are previewing Don't Blame Your Culture.
O'Reilly logo
Don't Blame Your Culture

Book Description

Everyone knows that corporate culture matters. After the job title, duties and salary, it’s typically the thing that a job applicant cares about most: “What’s it like to work there?” A corporate culture, in effect, is the sum of all the mixed-up, confounding, admirable yet off-putting, noble yet self-serving, bitter and sweet things that people do, say, think, and feel in every company every day. This collection, originally published by Booz & Company, contains essential corporate culture articles from strategy+business.

Table of Contents

  1. Introduction: Why Culture Matters
  2. Stop Blaming Your Culture
    1. Blame and Its Alternatives
    2. Myths of Culture Change
    3. Working with and within Your Culture
    4. Turning Around Mother Aetna
    5. The Power of Behavior Change
    6. Pragmatic Practices
    7. Culture Consciousness in Times of Change
  3. Resources
  4. Eat Your Peas: A Recipe for Culture Change
    1. Learn the Local Culture
    2. Demonstrate Success
    3. Identify Key Influencers
    4. Formal and Informal Change
  5. Managing with the Brain in Mind
    1. Triggering the Threat Response
    2. Status and Its Discontents
    3. A Craving for Certainty
    4. The Autonomy Factor
    5. Relating to Relatedness
    6. Playing for Fairness
    7. Putting on the SCARF
  6. Resources
  7. A Corporate Climate of Mutual Help
    1. <strong xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">S+B:</strong> Even the best-intentioned companies can get tripped up when trying to alter their organizational culture. Why? Even the best-intentioned companies can get tripped up when trying to alter their organizational culture. Why?
    2. S+B: Issuing a new array of cultural tenets — like quality, agility, and accountability — will not work?
    3. S+B: Cultural change can’t be as easy as just demanding that people change their behaviors. What if people only pretend to comply?
    4. S+B: Are most managers capable of this?
    5. S+B: In your book <em xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops">Helping,</em> you talk about learning to give and receive assistance more effectively. Why does this matter? you talk about learning to give and receive assistance more effectively. Why does this matter?
  8. The Cult of Three Cultures
    1. The Parts vs. the Whole
    2. Cult Status
    3. Culture and the CEO
  9. P&G’s Innovation Culture
    1. Integrating Innovation
    2. The Talent Component
    3. Integrative Thinking
  10. Resources
  11. The Global Innovation 1000: Why Culture Is Key
    1. The Alignment Gap
    2. Three Strategies
    3. Driving Technology
    4. Reading the Market
    5. Seeking Needs
    6. The Cultural Imperative
  12. Resources