Strategy versus Culture Debate – Which Comes First?

Strategy versus Culture Debate

Strategy Versus Culture – Which Comes First?
Is the strategy versus culture debate relevant?  Most of our clients have a high growth strategy to grow revenues and profits quickly before their market shifts. But unless leaders are careful, they risk sacrificing the corporate culture that helped you succeed up until now.

Do You Have to Make A Choice?
Do you have to make a choice between your corporate strategy and your corporate culture in the strategy versus culture debate? The short answer is no.  Both strategy and culture are critical to your overall success.  The timing however matters a great deal.

The Importance of Strategy – 31% of the Difference
Our organizational alignment research found that strategic clarity accounts for 31% of the difference between high and low performing organizations in terms of revenue, profitability, customer satisfaction and employee engagement.

The Importance of Culture – 40% of the Difference
We define culture as the way things get done on a day-to-day basis.  Our organizational alignment research found that workplace culture accounts for 40% of the difference between high and low performance.

Getting Aligned – Strategy Must Go Through Culture and People
The key is organizational alignment. When your workplace culture and your business strategy are at odds (often in the pursuit of high growth), you are headed for trouble.

It is your business strategy (the what) that provides the true north to ruthlessly prioritize investments and to make tough decisions.  It is your corporate culture (the how) that guides your business practices and keeps behaviors, beliefs and assumptions on the right path to execute your strategy in a way that makes sense.

Without Organizational Alignment
If your business strategy is unclear, unbelievable or too difficult to implement for your marketplace or corporate culture, it is almost impossible to create an aligned and high performance culture.  So, while we also believe that “culture eats strategy for breakfast,” you cannot create an aligned and high performance culture without first developing a clear and compelling strategy.

Strategy Comes First
So, from our perspective, Strategic Clarity almost always comes first – before cultural change.  Why?  Because you need to know where you are headed to provide the context for “How” you will get there.

But, once your strategy is clear, believable and implementable enough, you must take the time to purposefully align your corporate culture to your specific strategy for it to have a chance to succeed.

What Happens When Strategy and Culture are Unaligned?
The pressure to grow without a healthy and aligned culture can lead companies astray. Just look at Wells Fargo. The leadership seemed to emphasize growth at all costs.  Between 2011 and 2015 employees who were feeling the pressure opened over 1.5 million deposit accounts and 565,000 credit-card accounts that may not have been authorized.

Some customers were charged fees on accounts they didn’t know they had. The focus on growth without true alignment with a culture of integrity led to unprecedented fraud in the banking industry.

The Risks of Misaligned Strategy and Culture
In addition to the recent culture horror stories at Wells Fargo, Uber and VW, if you lose the “great place to work” culture that got you started on the path to success, you will begin to lose your top talent, experience a decline in employee engagement, and be less attractive to the “A” players you need to succeed.

It is very much worth it to ensure that your culture remains healthy and positive. Otherwise you will lose the competitive edge required to grow.

Strategy and Culture Starts at the Top
While we recommend actively involving the entire organization in the strategy and culture design and alignment process, your leaders are the ones who must fully commit to the desired strategy and culture.  Then they must “live” it in both their actions and words. The Board, the CEO, the senior managers…all have to buy into and model the strategic direction, behaviors and values of a high performing organization.

Then every employee needs to understand what is expected and that they will be held accountable…as will every leader.

The Bottom Line
When your corporate values and behaviors are aligned with a clear and compelling strategy, your employees are set up to think and act as one.  This creates true alignment and the pathway to high growth.

To learn more about the strategy versus culture debate and how to create an aligned and high performance culture, download 3 Levels of a High Performance Culture

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In the Next Generation Management Development courses, I was trained with skills and tools that have made me and my team more productive, motivated, and successful at communicating with other departments.

 

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We signed up with LSA early on–as their 22nd Member! Since then, our organization’s learning needs have increased and decreased and increased again with the changing times. The beauty of the LSA business model is its flexibility…when we needed to supplement our own internal resources, we used LSA services knowing that we could depend on the outstanding quality of the leadership development and management training programs they provide.

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I’ve been associated with LSA for the last 8 years and have found them to be an extremely professional, well managed full service training organization. Since working with LSA, I’ve participated in a number of solutions ranging from Performance Management to Assertiveness Training – I’ve found that the quality of the resources is superior. They are well prepared and have definitely done a considerable amount of pre-work in order to customize our culture and business into the total learning experience – making it most beneficial for our employees.

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Terri Wright-Scheer
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PalmSource has found our relationship with LSA extremely beneficial. We worked closely with LSA to customize the right Management Training Program solution to meet our unique business needs. LSA is a quality organization, one that I’d recommend to any company looking for a first class training and consulting partner.

Ken Boehm
Vice President of Human Resources

I continue to be impressed by the level of leadership development and management expertise and quality of advice and facilitation that LSA has to offer. What a smart and client-centric group of great people who really know how to help leaders attract, engage, develop and retain top talent.

Tracy Esposito
Director, HR Business Partner

We engaged LSA to design and deliver a 6-month custom executive coaching program for a group of our key leaders. The focus of the program was to help a core group of senior leaders to leverage previous investments in management training, to ensure the engagement and retention of key employees, and to push critical strategic initiatives forward. Even with the high expectations of our senior people, LSA has completely exceeded our expectations. I would recommend them to anyone looking to create and implement a custom coaching methodology using proven tools to drive true change.

Ivan Fukumoto
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LSA is an instrumental training outsourcing partner in helping us to build management capacity and strategically invest in our people. Their flexibility, depth, and breadth of expertise allows us to deliver top quality solutions that are directly tied to key business plans. Their ability to custom design, deliver, and evaluate our Management Curriculum has been excellent. They are true business partners and a pleasure to work with.

Margaret M. Mader
Vice President, Human Resources

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