“Culture” is the “miasma“ of management theories.
You have a surprising reference set then. Almost nobody I work with thinks about it this way, possibly because I generally work with larger companies where "culture" has been reified into a culturewashing theater run by HR, and line execs use other frames to avoid that morass
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And in like half the cases I think of as really well-run effective companies, the "culture" crowd would call the culture toxic/bad/broken/dysfunctional etc. (and in fact do exactly that). They can't recognize that it's actually working beautifully. They just don't belong there.
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The huge weakness of "culture" as a reference frame is that "not a fit for me" is VERY easy to confuse for "broken and doesn't work at all." Nearly all cultures work. They just may not be working for you. The answer is rarely "fix culture", but to move.
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Yea, I put "small orgs" for a reason. When there's only a few hundred people it's a lot easier to see everything, and the fiefdoms are easier to break. I think MegaCorps are mostly ossified and likely divestitures make the most sense for reform - ie "laying off" biz units
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