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We will return to Statoil in Chap. 11: How to Ensure a Strategy-Aligned Culture, where we explain how they have become a values-driven organization.
Strategy execution processes and capabilities must be built into the culture (we explore culture, specifically a strategy-aligned culture, within the next chapter).
Table 10.1 Self-assessment checklist Please tick the number that is the closest to the statement with which you agree 7 6 5 4 3 2 1 The prevailing leadership style in my organization is appropriate for our context The prevailing leadership style in my organization is not appropriate for our context My understanding has a very good understanding of what is required for the "leadership of strategy execution" My understanding has a very poor understanding of what is required for the "leadership of strategy execution" My organization has very good strategic leadership capabilities My organization has very poor strategic leadership capabilities My organization is very good at managing change My organization is very poor at managing change In my organization, learning and development programs are very well aligned to the required skills for strategy execution In my organization, learning and development programs are very poorly aligned to the required skills for strategy execution How to Ensure a Strategy-Aligned Culture Introduction Of all the clich�s that pepper the managerial lexicon, perhaps none rolls off the tongue more readily and regularly than Peter Drucker's, "culture eats strategy for breakfast."
A Great Culture Is Not Necessarily a Strong Culture A few words of caution: when looking to shape a strategy-aligned culture, the aim should not necessarily be to create a "strong" culture, which can be as performance constraining as one that is "weak."
The point de Vries is making, and which we strongly agree with, is that in seeking to create a strategy-aligned culture, think about the type of strategy with which the culture must align.
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