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CULTURE EATS THE COMPANY FOR DINNER Never mind the Strategy and the breakfast, a bad Culture eats the whole company for dinner. That's what transpires from some reports like the article below about what is going on with Boeing's culture. As a result, Boeing slowly morphs into a case study like Nokia, where executives and managers were a world apart, or Kodak, where executive myopia was setting company's direction. In Boeing's case, turning a great engineering-led company, governed by an American version of the Genchi Genbutsu /* principle, into a company with remote-style non-engineering leadership at the helm seems to push the company beyond a point-of-no-return. It's still work in progress, though. Article link: https://lnkd.in/dF7RQnaS Also read: WHAT DOES CULTURE EAT FOR DINNER? https://lnkd.in/davBp66z THE STRATEGY-CULTURE ALIGNMENT https://lnkd.in/dVZjZNgg /* Genchi Genbutsu is one of the 12 pillars of the Toyota Management System (TPS) https://lnkd.in/dxZJGpQt .
Thanks for sharing, Mihai. What is true in this prominent example leads to the underlying question: how to detect an off-track course of culture - early? And how to make that an integral task of leaders without a bureaucratic approach? As another example, I think of culture assessment as part of an M&A due diligence. Opinions?
Archer Macy
1y
I was an aeronautics student at the University of Washington in the late 70s and thus had the privilege of doing projects with the folks at Boeing there in Seattle. At the same time my wife was a tool and production planner at Boeing Commercial Aircraft in South Seattle. it was an incredible company that made money making great airplanes, but where the decisions of the engineers always came first and business managers could not override them simply because of financial concerns. It is absolutely tragic to see what has happened to Boeing since Stonecipher and crowd took over.
Nadeem Iqbal
1y
Thank you for sharing this Mihai Ionescu. At some point, please do touch on culture catalysts - those big boys who know it all and love to prove their superiority because they have a position & power. While fixing the culture may cost time, effort and few sacrifices, these catalysts and their doing travel fast.
Yes, so true
Managing Consultant
1yI can agree with you totally,Yes, culture is defined as the glue that holds an organization together.It is the way we do things around here.It has far reaching impact on organizational performance.Essentially, organizations are advised to adopt a flexible culture.A rigid culture affects an organization negatively.In my book entitled Contemporary Business Strategies and Models , I discussed culture and organizational design where I highlighted types of culture.