In this volatile, uncertain, complex, and ambiguous (“VUCA”) world, corporate culture is comparatively stable it is not easily changed. While culture may shift alongside a strategic pivot or digital transformation, intentional efforts to reshape culture often stymie even the most resilient change makers.
In this new edition, the authors introduce powerful new concepts to highlight that culture has many elements, and that change is not a single linear process but a complex interweaving of changes that require systems thinking. Organizational culture is comprised of layers of technical, social, occupational norms within variable macroculture belief systems in which multi-national corporations operate. In order to lead an organization through culture change successfully, culture champions must be able to understand all the elements of the culture, identify where and why various elements need to be changed, and apply a change model that fits within the company’s existing dynamic. The difficulty inherent in doing all that makes culture change a serious, but not insurmountable, problem.
The Corporate Culture Survival Guide 3rd Edition has long been a go-to text for change leaders looking to create culture in a start-up, evolve culture alongside growth, and sometimes even change it in the mature organization. This updated edition guides readers through the complicated process of understanding corporate culture in the globalized, tech-saturated reality in which we now find ourselves. The authors demystify corporate culture through stories of change success and failure. Through these case studies framed around practical analytical approaches, the authors show how complex culture change can occur in the right circumstances, and with the right leadership.
Problems with existing corporate culture often come to light only in subtle moments of disjointedness in part of an organization and incongruity across an organization. These diffuse and hard-to-identify symptoms can seem innocuous, but they can also snowball, leading to issues with productivity, safety, high turnover, employee disengagement, and failure to innovate. The stories in this book enable readers to see, hear, and sense the often-hidden culture issues that may be holding their organizations back.
Authors and culture gurus Edgar H. Schein and Peter A. Schein embrace the fact that every organization is unique, and every culture change initiative must reflect that uniqueness. Practical without being prescriptive, this book empowers executives, managers, and change agents at every level to think through corporate culture and lead their organizations toward change solutions that fit.
From the Back Cover
In this volatile, uncertain, complex, and ambiguous (“VUCA”) world, corporate culture is comparatively stable―it is not easily changed. While culture may shift alongside a strategic pivot or digital transformation, intentional efforts to reshape culture often stymie even the most resilient change makers.
In this new edition, the authors introduce powerful new concepts to highlight that culture has many elements, and that change is not a single linear process but a complex interweaving of changes that require systems thinking. Organizational culture is comprised of layers of technical, social, occupational norms within variable macroculture belief systems in which multi-national corporations operate. In order to lead an organization through culture change successfully, culture champions must be able to understand all the elements of the culture, identify where and why various elements need to be changed, and apply a change model that fits within the company’s existing dynamic. The difficulty inherent in doing all that makes culture change a serious, but not insurmountable, problem.
The Corporate Culture Survival Guide has long been a go-to text for change leaders looking to create culture in a start-up, evolve culture alongside growth, and sometimes even change it in the mature organization. This updated edition guides readers through the complicated process of understanding corporate culture in the globalized, tech-saturated reality in which we now find ourselves. The authors demystify corporate culture through stories of change success and failure. Through these case studies framed around practical analytical approaches, the authors show how complex culture change can occur in the right circumstances, and with the right leadership.
Problems with existing corporate culture often come to light only in subtle moments of disjointedness in part of an organization and incongruity across an organization. These diffuse and hard-to-identify symptoms can seem innocuous, but they can also snowball, leading to issues with productivity, safety, high turnover, employee disengagement, and failure to innovate. The stories in this book enable readers to see, hear, and sense the often-hidden culture issues that may be holding their organizations back.
Authors and culture gurus Edgar H. Schein and Peter A. Schein embrace the fact that every organization is unique, and every culture change initiative must reflect that uniqueness. Practical without being prescriptive, this book empowers executives, managers, and change agents at every level to think through corporate culture and lead their organizations toward change solutions that fit.
About the Author
EDGAR H. SCHEIN is the world-renowned expert on organizational culture, credited with founding the field and authoring this, the defining resource on the topic. He is Professor Emeritus of the Massachusetts Institute of Technology (MIT) Sloan School of Management.
PETER A. SCHEIN is the co-founder and COO of OCLI.org in Menlo Park, CA. He provides counsel to senior management on organizational development challenges facing private and public sector entities worldwide.
Wow! eBook
