Culture: obstacle or lubricating oil of your caravan?
Is culture something that happens to you or an instrument to give direction? In every day practices culture is the most underestimated factor in organisations. When we reorganize and merge, we understand that software needs to be adjusted and that the different financial systems do not automatically integrate. So we commit time and energy and we make resources available. But the people in the organisation? They have to integrate ‘spontaneously’…. All efforts go to placement processes, to structure. And then out of the blue, when the reorganisation is finalized and the merger concluded, it appears that the people lack of ‘spontaneity’ and the results remain way below expectation. There goes the so thoroughly prepared business case… Or do you deal with this differently?