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The answer is: 10 years to change a culture

Jeffrey Phillips

Many of us who work in the consulting and strategy space often talk about the difficulties in understanding and more importantly, changing a corporate culture. That is, we want the culture to adapt to market needs and changes that everyone can see but inertia keeps the company from making.

Culture 211
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Why you need a faster, more nimble culture

Jeffrey Phillips

I wrote a piece last week introducing the idea that change is strategic, and that strategy should consider change competency as a core competency. Change is happening so quickly and from so many different directions and dimensions that companies cannot create strategy without also preparing for and being ready to change.

Culture 157
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Cultivating Success: Exploring the Link Between Organizational Culture and Business Performance

Leapfrogging

Unpacking Organizational Culture Defining Organizational Culture Organizational culture embodies the collective values, beliefs, and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture.

Culture 100
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Pitching Business Ecosystems opens up the possibility of real change.

Paul Hobcraft

The problem for many is that it does “confront” them in considering the multiple layers of what this might mean regarding changes in mindset, organization thinking, and design, rethinking trust by opening up to others outside your existing network and adapting to a new way of design and thinking. Ecosystems support agility.

Change 100
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Working together to shape innovation for meaningful change

Paul Hobcraft

Shaping Innovation for a Meaningful Change Following on from my initial post, “ Our Need is to Shape Innovation Dynamically, ” this post outlines the eight value-adding points that I can help build out and deliver alongside you in different delivery modules to fit your circumstances and budgets.

Change 173
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Technological Revolutions and the Governance Gap

Tim Kastelle

The problem that Shoshana Zuboff outlines in her book The Age of Surveillance Capitalism is one of governance. When technology is changing rapidly, the fact that norms, managerial practice, institutions and cultures change at a much different pace creates substantial problems. The whole combines learning with continuity.”

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Technological Revolutions and the Governance Gap

Tim Kastelle

The problem that Shoshana Zuboff outlines in her book The Age of Surveillance Capitalism is one of governance. When technology is changing rapidly, the fact that norms, managerial practice, institutions and cultures change at a much different pace creates substantial problems. The whole combines learning with continuity.