culture eats strategy for breakfast … and how to deal with it!!
TRANSCRIPT
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Culture Eats Strategy for Breakfast …
And how to deal with it!!
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Presenter
Steven A. Melnyk
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Presenter
• Professor of Operations & Supply Chain ManagementDepartment of Supply Chain ManagementMichigan State UniversityEast Lansing, MI 48824 USA
• [email protected]• +1-517-432-6410
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What are we going to talk about?
• What is this thing called culture and why are firms so concerned about it?
• Why is culture so important to the firm and to the supply chain?
• How do we make culture into a competitive weapon?
• Why culture in the supply chain is even more important
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Why are we so focused on culture!!
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Failure:CulpritCulture
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Why are we so focused on culture!!
• GM and its handling of the problems with defective ignition switches.
• A company tries to change strategic focus– From lean to innovation.
• An outsourcing decision gone wrong.
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Culture w
as the problem
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Why does Culture eat Strategy?
• Can outlast your management initiatives.
• Understands how to play the game:• Can use metrics and measures against you and your strategy!• The organisation meets the numbers but not the spirit!
• Can act as a filter to information.
• Can work to rule!
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Lets get rid of organisational culture!!!
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Corporate
Culture
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Culture is important
• Culture offers important, real benefits:
– Installs value, norms and acceptable goals.
– Allows firms to operate and succeed during periods of change.
– Reduces the need for micromanagement by top management.
– Helps influence the “moments of truth”.
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What do the following organisations have in common?
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Importance of Culture
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Culture is to the organisation
whatFriction is to us everyday
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What is culture?
• What the employees do when the boss is not around!
• The shared values, beliefs, and principles that are present in the organisation.
• Focuses on two major issues:– What is important to the organisation– How to achieve these objectives/goals
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What is culture?
• A learned behavior!
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The great Irony!
Strategy
CultureStructure
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Strategy and Cultureare interested
in the same things!!!
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How can we get the two to work as one!
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Strategy
Culture
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Building the linkage between Strategy and Culture
• Understand first if we are dealing with resistance or obstruction– Resistance – lack of knowledge– Obstruction – purposeful resistance
• If resistance– See if past initiatives have failed and why– Deal with past failures– Educate
• Traditional approach
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Key to Strategy/Culture Clash
• Assess the type of culture you currently have in place.
• Do you have a “what” culture or a “how” culture?
• These are archetypes of cultures
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“How” Culture/Procedurally Oriented Culture
• The focus begins with the how.– Very procedural orientation.
• When the customer requirements don’t fit, we tend to want to change the customer or we drop the customer.
• When a new development or procedure challenges or threatens to replace existing procedures, they are ignored.
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“How” Culture
• Tends to emerge when:– Supply chain related groups are isolated from or unaware
of who the “key” customers are and what they want.
– The rate of change within the industry is very slow• “slow” clockspeed.
– There is little prolonged competition.
– The firm is used as a benchmark within the industry.
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A Story from the Auto Industry
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Most likely to develop in Naïve JIT settings
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“What” Culture/Goal Oriented Culture
• Here, the focus is on the goal of the organisation.
• Procedures are regarded as semi-rigid– Used if relevant; changed when found not to be
appropriate.
• Procedures are driven by the goals and objectives.
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“What” Culture
• Most likely to occur when:
– Supply chain related groups work closely and on an on-going basis with the “key” customers.
– Rate of change is fast, with new developments continuously being introduced.
– High levels of competition.
– New ideas from new people coming into the groups.
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Examples of “What” Culture
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Improvise,Adapt, andOvercome
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Examples of “What” Culture
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Striking the “right” balance
What How
Strengths- Customer
focus- Quick
Response
Weaknesses- Inefficient- No organisational
learning
Strengths- Efficiency- Facilitates Org
Learning re processes
Weakness- Suffers from
Procrustes Bed Syndrome
- Rigid
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Culture within the Supply Chain
• Culture important within the firm;Culture critical within the supply chain.
• Especially important when dealing with critical components or services.
• First and most important determinant of the success of long-term relationships:– Culture
• Robert Spekman (University of Virginia)
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Something to Think About!
• Within the supply chain, how a partner solves a new problem that they encountered is often most influenced by their culture, not your expectations or needs!
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How to transform culture into a competitive weapon
• Assess the type of culture you currently have.
• If you have a “how” culture, prepare for change:– Move people in and out from different groups and, if
possible, different organisations.– Expose the people to the key customers.– Discredit the current methods/procedures (if appropriate).– Have a crisis.– The value of one or two public executions.
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How to transform culture
• It takes time to change culture.
• Requires leadership, not management
– Managers work within culture; leaders work on culture.• Edgar Schein
• Be prepared to lose/fire people.
• Don’t rely on metrics and measures.
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Understand the ultimate power!
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An army of antsDriven by a
Shared vision!
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Key Points
• Culture is often misunderstood, treated as a constraint or random element.
• Culture is critical to the organisation and the supply chain.
• For culture to be a competitive weapon, introduce elements of the “what” organisation, avoid too much of the “how” system.
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Key Sites/Resources
• Edgar Schein. 1992. Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass.
• Kotter, J.P. & Heskett, J.L. 1992. Corporate Culture and Performance. New York, NY: The Free Press.
• Hanson, J.D., & Melnyk, S.A. 2014. “Culture Eats Strategy… and how to deal with it.” Supply Chain Management Review. July/August.
• Trebilcock,B. 2014. “How They Did it: The Purpose-Driven Supply Chain.” Supply Chain Management Review. July/August
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Questions