In my previous piece I wrote about how important it is for organizations to have both a clearly articulated strategy and a culture that guides and pulls them in the right direction, using Bonobos as an example of a business that has gotten this right. As some of the comments I received hinted at, there is much to discuss about the nuances of what characterizes a successful alignment of culture and strategy, and the implications of choosing a balance.
At a high level, we can agree that, as Hayles pointed out in a comment, “leadership sets direction and tone, then smart people plan and execute great work”. Continuing to think about these things, in this piece I offer some illustrations about what the relationship between culture and strategy, at the most basic level, might look like. These preliminary diagrams might move this conversation forward by visualizing where and how the two exist within an organization.
In the world of business and marketing, “strategy” is frequently used, yet rarely useful. For all of our strategy statements, strategic roadmaps, corporate strategies, launch strategies, innovation strategies, and on and on and on, the ideas that we label as strategy fail to affect meaningful change.
The problem is not that strategy as a concept fails us, but rather that we don’t really understand what strategy is. Read more