This is the second in a series of posts about the importance of culture in determining the success of business plans and business strategies.  As I wrote a few weeks back, I think that the often neglected problem of culture is really the MOST IMPORTANT factor in deciding on and executing winning business strategies.

It is neglected because changing culture -what some call the smell of the place– is exceptionally hard work.

Those of us in the consulting racket come in to your company and present brilliant solutions that make perfect sense in two dimensional space.  But then more often than we care to admit, these ideas crash on the rocks of culture.  Getting them off the paper and into the hearts and minds of the organization that has to execute them proves the greatest challenge.

The problem is culture is organic and has deep roots.  It has reasons for its existence that defy quantitative analysis.  And quick, qualitative efforts (the “interview”) usually can’t scratch deep enough to understand the history behind organization ethos.

Current Mercedes Benz television ads play up Karl Benz’ famous dictum “the best or nothing”.  While obviously this is 21st century advertising and I have no idea if it epitomizes the true character of Daimler Benz, it is ultimately a statement of culture.  And a powerful one.  An organization long animated by such a belief will produce incredible anti-bodies to confront any strategic choices or changes that appear to challenge it.

How often have you seen “new strategies” crash on the rocks of culture?  How about conflicting cultures that diminish mergers and partnerships?  What about cultural beliefs at odds with financial objectives?

Please, share your thoughts and stories.