🛑 Why is the divine plan so broken in the real world?

🛑 Why is the divine plan so broken in the real world?

When sharp strategy... comes down to a corporate culture that's not ready to change.

There's a classic sentence that executives around the world always talk about,

"Culture eats strategy for breakfast." - "Peter Drucker."

The sentence has been applied in the conference room and on countless precession slides.

But at the same time, it's a sentence that many organizations understand in theory... but never actually apply.

Many organizations make huge investments to hire top consultants to plan a three-year, five-year or 10-year strategy.

The plan looks great.

* Beautiful Presentation

* Clear Framework

* Complete Roadmap

* The KPI is designed in detail.

But over time, what happened was not a big change.

* The plan is stored on Shared Drive.

* KPIs are converted into bulk activities.

* Increased meetings

* But business results have hardly changed.

The important question is

"Why does a strategy that looks perfect on paper... fail when it comes to the real world?"

The short answer is

"You are trying to build a skyscraper on a collapsed site."

= = = =

🎭 Corporate culture is what people do... when the CEO turns around.

Many people understand that Culture is

* Values stuck on the wall

* Annual polo shirt

* Slogans used in Town Hall

But in the real world, corporate culture is not what organizations say.

But it is what people in the organization actually do every day.

Corporate culture is

* Behavior that everyone knows "If you do this, you will survive."

* What is said in front of the coffee cabinet but dare not speak in the conference room

* Rules that no one has written, but everyone understands each other

And most importantly,

Corporate culture is the behavior that organizations accept, even if it goes against Core Values.

For example,

The organization declared, "We value Respect."

But some executives would shout at their employees in front of others because they were selling well.

What the organization is really sending is

Results are more important than behavior.

And that's the real culture.

= = = =

📉 when strategy clashes with corporate chronic diseases.

When new strategies are put on the same culture, what happens most often is not Transformation.

But "corporate theatricality."

* Everyone speaks a new language but also uses the same beliefs.

* Everyone attends more meetings, but basic behavior doesn't change.

1.Agile change ritual... but not change authority

Several organizations declared that

* We've done Agile

* We have a Squad

* We have Product Owner

* We have a Daily Stand-up every morning.

But when the team really wants to make a decision,

Everything still has to wait for the approval of multiple layers of management.

The result is

* Ritual increase

* Increased documentation

* Increased meetings

* But the same speed of decision.

Agile then became just a "germination job."

It's not really changing the way it works.

The organization renamed the process but did not change its belief system.

2.Data-Driven listening to data... only matches the original belief.

Many organizations have invested heavily with

* Data Warehouse

* Dashboard

* Business Intelligence

* Data Science

But when it's time to make a real decision,

All information may be replaced by the sentence that

"I said instinct. I said..."

This is what the administration calls HiPPO Syndrome.

Or that the opinion of the highest ranking becomes the final verdict.

The result is

* The information is used to support the conclusions already set.

* Analysis team is discouraged

* People begin to learn that truth is not as important as guessing authority.

Finally, organizations do not use Data to find out the truth.

But use Data to make decisions seem reasonable.

= = = =

🛠, if you want the strategy to survive, you have to start with a culture change.

If the leaders want the strategy to actually bear fruit,

Must stop seeing Culture as a unilateral HR thing.

And admit that.

Corporate culture is the direct responsibility of the Supreme Leader.

Here are the 3 most important iron rules.

Rule 1: Reward what you really want to see.

People will do what the organization rewards.

It's not what the organization announced on the poster.

If you say you want people to cooperate,

But the bonus also ties to the personal KPI alone.

What happened was a competition, not a collaboration.

If you say you want people to think again,

But those who made mistakes were severely blamed.

What happens is silence, not innovation.

Rule 2: Create Psychological Safety

"Teams won't be able to innovate if the people on the team are still afraid to tell the truth." - Amy Anderson

If the employee feels

* Ask a question and won't look good

* Offer ideas and then may be considered a lot.

* Accept a mistake and then may lose credibility.

What happens is that everyone chooses to keep quiet.

When no one asks, no one asks, and no one tells the problem, the organization learns slower and harder to adapt.

Rule 3: The leader must be the first to accept the truth.

If the leader wants to be outspoken,

The leader must be the first to listen without exercising retaliatory power.

If you want people to admit mistakes

The leader must dare say,

"I was wrong."

A new culture will not emerge from the order.

But it arises from the behavior that people repeatedly see from leaders.

= = = =

🏗️ Strategy is the blueprint, but culture is the construction site.

A good strategy is like a finely designed building plan.

But corporate culture is a real construction site.

Which is full of

* Someone who has to cooperate.

* Trust

* Belief

* Decision

* And invisible constraints

Even if the plan is excellent, if the construction site is full,

* Distrust

* Internal politics

* Cover-up of the problem

* Decisions that do not seize the truth

"The building will never be completed as designed."

= = = =

✨ Strategy does not fail because the plan is bad... but often fails because the system is not ready.

Many times, the problem is not the Strategy itself, but the organization is trying to change the future without changing its current behavior, and that is why many global plans cannot produce global results.

Because in the end,

"Strategy determines where we want to go, but does culture really determine how we can get there?"

"Is your culture ready enough to make that plan happen?"

Because even if you have the most wonderful blueprint in the world,

If the construction site is still full of cracks,

The buildings of the future may never be actually built.

# Two stories a day  # CultureEatsStrategy # ExecutiveMindset # Leadership # OrganizationalCulture# Transformation # FutureOfWork

= = = =

📚 Source / Reference

* Peter F. Drucker: Source of the "Culture eats strategy for breakfast" concept that highlights the power of human behavior beyond the paper roadmap.

* Amy C.Edmondson (Harvard Business School): Author of "The Fearless Organization," the global research that proves that Psychological Safety is the cornerstone of a successful team.

* Satya Nadella: Author of "Hit Refresh," a case study of turning Microsoft around with the culture change from "Know-it-all" (Know-it-all) to "Learn-it-all" (Learn-it-all).