Culture eats Strategy for Breakfast?

Project Description

Is it true what Peter Drucker says: „Culture eats Strategy for Breakfast?“

I walked into the conference room and observed blank stares all around – resigned, and somehow lost. At the same time, it was clear that a concentrated effort was being made to resolve the strategic stalemate. Regardless of the fact that they had already held numerous workshops to resolve the situation – none had been found. The current resolution was like choosing between cholera and the plague – either shut down or sell out. In any case, there was a major breakdown in the line. How do you react when you fall short? Step on the gas with clenched teeth, clutching the steering wheel? What about your feelings? What about trusting in new ways to find motivation and be willing to change? Where to begin? – With a new strategy, or with self-awareness? Or with both? For those who want to discover and incorporate new strategies, it is fruitful to focus on your employee’s potential as well.

Bring everyone together, let the questions fly, and then create a brand new constellation of community. Forget about trying to play the same game better, change the game entirely. Make way for yourself to be different, not better. Gradually, confidence will grow wings. Their perception of themselves, and their environment will change, discovering joy in experimentation. What do you stand for, after all? What are you and your colleagues made of? How would you like to experience the business world? What do you learn about yourself and your potential when you or your co-workers experience failure and mistakes? Search for authentic answers and watch what happens.

In this case study, they were experiencing the reality of the “Culture eats strategy for breakfast” syndrome. That was of course just the beginning, because in order to change the corporate culture, there needs to be a change in consciousness. So the entire management team journeyed out to explore the theme of inner leadership to resolve unanswered questions: What is my motivation? What really makes sense to me? What is my contribution to the economy, and to society? What are my values that support this contribution? How can I become better in-tuned to my thoughts and feelings that prompt me to take action? What is the root of my motivation for change? How will my relationships with employees change, and how do I stand in reference to their potential, when I let go of the present concept about the world and myself. Once I let go of “Orange consciousness” which represents the higher, faster, better way of doing things? When I make room for a meaningful culture of partnership, an equal meeting of the minds and hearts with co-workers on all levels. Imagine the meaningful potential and outcomes we can achieve for a sustainable world.

For over 5 years, we have collaborated Top-down with the 50 strong management circle, on self-awareness and the collective-culture, which has created a new strategy within the firm, and provided a great example for others to follow.

Project Details

Mineral oil production sector
April 1st, 2014
Change Process, Collective Leadership, Culture Design, Innovation, Unfolding of Potential
2007 until 2011

Project Skills

  • Blue Ocean Strategy
  • Consciousness Building
  • Integral Corporate Compass
  • Integral Inner Compass
  • Personal Potential Clearing
  • Presencing
  • Purpose Reading
  • Spiral Dynamics
  • Visionary Journey