For years, IBM was a leader in its industry, a shining example of strong organizational culture. When things started changing, though, shifts from an emphasis on large mainframe computers, the strong culture of the organization made it slow to adapt.
That’s just one of the examples cited in the book, “Tales From a Reluctant CEO: Lessons for Nonprofit and Start-up Leaders,” by Maxine Harris and Michael B. O’Leary.
For an organization’s culture to be a “performance-enhancing force,” the authors said that it should meet four tests:
Consensus with adaptability is the most challenging aspect of “managing culture,” especially in volatile competitive environments, the authors noted.
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