Why culture eats strategy for breakfast

Why we have an issue Houston

Imagine that you needed to change the alignment of the iron filings around this magnet. Changing one-at-a-time would be time-consuming, and if you dragged them out of position without allowing for the magnet they'd soon snap back.

Failing to allow for the field would make it time-consuming and fruitless. Culture is essentially magnetic. Not poster-culture, the real one as defined by the behaviours we really see - the ones that are 'ok' and 'how we do things around here'.

These are ingrained ways of collaborating and working that we've become comfortable with.

Now, another word for culture is context - and an attempt to run a strategy without accounting for the context of the organisation is inherently flawed. People will only change to the extent that the context permits - and a coalition of the willing backed by strong leadership is required.

Fail to allow for this context and action and your strategy will not survive it's encounter with the organisation; not matter how well intentioned. 

Surviving contact with the organisation

First we need to confront the reality of 'how we work around here' and use it to drive change - it's a pretty powerful engine to aid change too, if used correctly.

Next, identify who really has influence in the areas that need to change - who does everyone go to for answers / insights? The answer may surprise you. Make an ally out of them towards the desired change

Lastly, ask their advice - inclusion is a powerful way of changing context - not just what needs to change but the way in which it can be changed successfully, from where you currently are.