Shawn Parr, whose company works with large corporations, such as Starbucks and MTV, on innovation wrote a meaty post called Culture Eats Strategy For Lunch.
It reminded me of something I wrote back in 2008, because the title is from a quote by Dick Clark, CEO of Merk and after rereading it I decided it’s worth reposting, so here it is.
Culture Trumps All
A post on Dave Brock’s blog led me to an article at IMD’s site called “An Unpopular Corporate Culture” and, as Dave said, it’s a must read for anyone who still thinks that corporate culture is some ephemeral concept with no real impact that consultants use to sell their services.
And a double-must for those who talk about culture’s importance, but don’t walk very well when it comes to creating a great corporate culture.
For those who prefer to put their faith in plans and strategy, hear the words of Dick Clark when he took over as CEO of Merck in 2005 and was asked about his strategy for restoring the pharmaceutical company to its former glory. “His strategy, he said, was to put strategy second and focus on changing the company’s insular, academic culture.” The fact is, culture eats strategy for lunch,” Clark explained. “You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement it… the culture of the organization will defeat the strategy.””
If you’re looking for a best practice corporate culture silver bullet forget it—one size doesn’t fit all.
Rex Tillerson, CEO of ExxonMobil, describes that company’s top-down command and control culture of consistency and discipline as “the source of our competitive advantage,” and has made it a priority to reinforce it.
Meanwhile, Robert Iger and Steve Jobs, in their discussions about the acquisition of Pixar by Disney, have been concerned with avoiding an Exxon style command and control culture. Jobs says that, “Most of the time that Bob and I have spent talking about this hasn’t been about economics, it’s been about preserving the Pixar culture because we all know that’s the thing that’s going to determine the success here in the long run.””
It took Lou Gerstner a decade to remake IBM.
The key lesson Gerstner learned in his time with IBM, as he later reflected, was the importance of culture.”Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization’s makeup and success—along with vision, strategy, marketing, financials, and the like… I came to see, in my time at IBM, that culture isn’t just one aspect of the game—it is the game.”
The article is more than just additional proof for my favorite hobby horse.
The analysis of the role of employee complaints/negativity play in culture and the importance of what to keep when setting out to change a culture as opposed to what to jettison will give you new insight on your own company’s culture.
In case you still doubt the power and value of culture I hope that Dick Clark, Rex Tillerson, Robert Iger, Steve Jobs and Lou Gerstner combined with the articles in Fast Company and IMD have finally changed your mind.
Several people I’ve talked with recently have quoted from Eric Ries’s The Lean Start Up with almost the same religious fervor people espouse Guy Kawasaki or Steve Jobs.
I haven’t read it yet, but after reading a brief column in WSJ’s About Tech Europe and watching the video I realized that Ries probably doesn’t appreciate that kind of blind devotion any more than Kawasaki or Jobs and is quick to say so.
Much of what he says is common sense,
“If 10 people in a row hate my product is that statistically significant? It is not conclusive evidence, but it is certainly telling you something.”
If you have 100 customers you can already say what percentage are paying. If it is zero then I can already start to be a bit worried about the model.”
which is often the easiest to rationalize or ignore.
Of course, you ignore it at your peril.
If you have read The Lean Startup please share your thoughts below; I’ll share mine after I’ve read it.
Do you agree with the many comments saying that the same traits are found in highly successful CEOs, with Steve Jobs as most frequent example? In other words, it’s not the traits, but the actions they drive that matter most.
Do you embody these traits?
What actions do they drive in you?
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Today is a collection of provocative, personal opinions on a variety of subjects. I hope you’ll take time to comment if one hits hard.
Since Steve Jobs died there have been dozens of tributes and a more recent outpouring of reality checks, because Jobs was not a saint—but then who is? I found the mortal Steve touchingly described in his sister’s eulogy and the business side balanced by Jesse Larner on products and Geoffrey James on management.
The articles on Groupon’s IPO have been inundating the media since it was announced. Keith Ecker provides a look at the repercussions from a changing culture beyond the analysts’ discussions of share price and value.
I’m sure many of you are following the heated debate sparked by a screening of the November 18 episode, “The New Promised Land: Silicon Valley,” from the CNN documentary series, “Black in America.” One result was a Twitter fight over comments by Michael Arrington, claiming in one breath that he doesn’t know of an African-American CEO and in the next that Silicon Valley is a pure meritocracy (which you would only believe if you are an under-30 white male with access to a great Rolodex). Read this commentary by Hank Williams, a successful, black entrepreneur.
Speaking of entrepreneurs, check out Josh Petersel’s, Harvard Business School Class of 2013, take on entrepreneurism.
Cindy Ronzoni, a communications and social media consultant, had heard a lot about the Zappos culture. See what she thinks about it and her experience when she took the Zappos tour at its headquarters in Las Vegas.
Finally, Gene Marks, offers up his thoughts on Why Most Women Will Never Become CEO. At first reading it comes over as pretty sexist, but read it again and the reality of what he says is plain, although I don’t completely agree with his final statement.
A number of you wrote and requested that today be dedicated to Steve and so it is.
Since this post is in memoriam, it seemed reasonable to choose quotes that touched on death–directly or not. Obviously, death was just another fact to be considered.
First, Jobs words regarding Internet entrepreneurs ought to be tattooed on their frontal lobe or at least be mandatory reading.
“The problem with the Internet startup craze isn’t that too many people are starting companies; it’s that too many people aren’t sticking with it. That’s somewhat understandable, because there are many moments that are filled with despair and agony, when you have to fire people and cancel things and deal with very difficult situations. That’s when you find out who you are and what your values are.
So when these people sell out, even though they get fabulously rich, they’re gypping themselves out of one of the potentially most rewarding experiences of their unfolding lives. Without it, they may never know their values or how to keep their newfound wealth in perspective.”
Most everyone has seen the following text taken from a commencement speech Jobs made at Stanford.
“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.”
But what is more rarely shown is the paragraph that preceded it and puts it in true perspective.
“No one wants to die. Even people who want to go to heaven don’t want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life’s change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true.”
Over the years, millions of words were written on what makes Steve Jobs run, but the true answer is easily found in his own words.
“.. almost everything – all external expectations, all pride, all fear of embarrassment or failure – these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.”
Finally, these nine words perfectly sum up Steve Jobs driving goal.
“I want to put a ding in the universe.”
And I don’t think there is any question that he succeeded.
Wednesday saw the loss of the entrepreneurs’ entrepreneur, Steve Jobs.
A couple of weeks ago I wrote about role models and mentioned that in some areas Steve Jobs wasn’t the best person to model.
Thursday I received an email suggesting I delete that post since Jobs had died.
I refused and explained that nothing had changed with his death.
While there is no question that Jobs was an extraordinary visionary; brilliant at creating the future and championing design as a development tool; exceptional as a marketer and his presentations are legendary, none of that changes or excuses his management style, which could be devastating.
Visionary leadership doesn’t preclude the ability to create a passionate culture that enhances employees, rather than diminishing them.
There is no doubt that Apple will miss Jobs, but there are many employees who will be relieved not to find themselves alone on the elevator with him even as the reason saddens them.
Which parts of Steve Jobs will you choose to emulate?
I agree that good managers have to ‘manage’ their employees emotional well-being but I believe visionary leaders have to execute on their vision… Don’t get confused that good managers can build an innovation company without effective leaders to lead the charge.
Jobs ability to see around corners product-wise is unique, but that skill doesn’t make him a leader; it makes him a product visionary.
Yes, he is brilliant; yes he has charisma; yes, he screws up and the combination proves he’s human.
Richard Branson is also a visionary and successful entrepreneur, but his approach is a world away from Jobs.
The trick to finding a role model is to eliminate the singular, find multiple models and emulate their best traits after tweaking them to fit your own MAP and situation.
Last year I wrote, People love to quote the adage “there is no “I” in team” when somebody’s ego gets out of hand; perhaps a new adage is needed that states “there is no “I” in leader.” Of course, someone will argue that there is an ‘i’ in leadership, which is true, but when ‘i’ becomes ‘I’ it changes leadership to leadershit.
Even Steve Jobs phenomenal success provides no reason to change my mind.
Ugh, I hate evenings like this; I absolutely do not feel like putting together Saturday’s post. I mean, I really don’t! But according to the stats, there are actually people put there who look forward to Saturday, so here I am.
You know all those stories about driven entrepreneurs chasing their vision in an effort to change the world? Well, that’s not always how it happens.
Joel Henriques is a stay-at-home dad, but a highly observant one. When he saw that his twins preferred playing with their drool bibs as opposed to all the toys they had he started developing toys from whatever was handy and sharing how-to at http://madebyjoel.blogspot.com/. Click over and check it out, or pick up his new book.
Next meet Magda Sayeg, a 37-year-old Texan who owned a knitting shop, created what is called “yarn bombing,” became a recognized artist with so many commissions she had to hire additional knitters and closed her store.
Steve Jobs is the quintessential entrepreneur. Over the years people have marveled at his string of successes, but, being human, he has made mistakes. Some are real doozies, too, such as denying he fathered a child and dumping all his Apple stock when he was fired.
Finally, there is Bel Kaufman, granddaughter Sholem Aleichem, the greatest Yiddish storyteller. She was a teacher, then followed in his footsteps by writing Up the Down Staircase (64 weeks on the NYT best seller list), became a speaker and currently pursues twin hobbies of dancing mambos and tangos. Oh, and she just turned 100.
The iPad is all the rage, but did you ever wonder what would have happened if Steve Jobs had to pitch the concept to investors in order to build it? Apparently, our English friends at the BBC did.
They created this fake video of Jobs pitching his idea on a popular show called Dragon’s Den (‘dragon’ is the Brit term for angel investors.)
Contrary to popular myths, venture capitalists invest in leaders with powerful management teams as opposed to investing in the technology or idea. That’s because change—markets, competition—happens often and shit—fatal flaws, the economy—happen more often.
In short, they look for leaders.
So what makes people want to follow a leader? We look for 3 key traits:
And although I’m sure you’ll recognize Steve Jobs and Andy Grove, but you’ve probably never heard of Bill Campbell, who is by far the most interesting of the three.
Entrepreneurs face difficulties that are hard for most people to imagine, let alone understand. You can find anonymous help and connections that do understand at 7 cups of tea.
Crises never end.
$10 really does make a difference and you’ll never miss it,
Shawn Parr, whose company works with large corporations, such as Starbucks and MTV, on innovation wrote a meaty post called Culture Eats Strategy For Lunch.
Today is a collection of provocative, personal opinions on a variety of subjects. I hope you’ll take time to comment if one hits hard.
A number of you wrote and requested that today be dedicated to Steve and so it is.
Wednesday saw the loss of the entrepreneurs’ entrepreneur, Steve Jobs.
A comment in response to an article entitled 
Contrary to popular myths, venture capitalists invest in leaders with powerful management teams as opposed to investing in the technology or idea. That’s because change—markets, competition—happens often and shit—fatal flaws, the economy—happen more often.
