My buddy Bob Turek writes Project Management 411 and we got into a discussion regarding Bob’s post on the difficulty ‘in they can’t get the multi-divisional executive team scheduled to sit down and make the “consensus” decision to go ahead.’

Bob wrote, ‘The problem is that there has not been a reason, up to now, to have a standardized process affecting multi-divisional consideration of projects, tactics and strategy alignment.’

I replied, ‘I’m not disagreeing with you. Good process, as long as it doesn’t ossify into bureaucracy, makes any project or action move faster. I just believe that processes are the structural underpinnings of culture, so without the right culture processes will be flawed and actions subject to the chaos of disparate egos.’

Processes created outside or in ignorance of the existing culture won’t work. It’s that simple.

That’s because the culture, whether created top down or allowed to percolate up from the ranks, is anchored by and tied to the CEO’s MAP (mindset, attitude, philosophy™).

If that MAP is tolerant of raging egos then the resulting culture will not be one of building consensus, sharing information or helping others.

Do the processes in your company take its culture into consideration?

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This entry was posted on Friday, February 15th, 2008 at 12:15 am and is filed under Business info, Communication, Culture. You can follow any responses to this entry through the RSS 2.0 feed.
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