Culture is quite the hot topic in business these days. The adage “Culture eats strategy for lunch” has been acknowledged for ages, but it seems the importance of culture is being emphasized now more than ever.
It was reported by the Wall Street Journal that the executives at Heinz spent 3 years developing a new larger ketchup packet that contains 3 times more ketchup than the original.
Some people rip off the corner of the packet with their teeth. Others, while driving, squirt the ketchup directly into their mouth, then add fries. Some forgo fries at the drive-through all together to keep from creating a mess in the car.
It all started by John Tropea'spost, then the discussion moved onto Google+.
My first comment was "I'm still puzzled why all still accepts "organisational hierarchies" as a given... after all they're nothing but frameworks for work processes, of the push kind mostly, based on technology like quills, whips and shoe leather."
Jason Fried, CEO of 37signals, knows a thing or two about small business. His company has been developing apps for small businesses for seven years. But it’s how he runs his own company that reveals his keen insight for how to be a successful small business.
It’s a cliche that organizations and people resist change. This cliche is nicely embedded into change management initiatives to “manage resistance” – although way less frequently than you may think. When it happens it is done politely, in a civilized way, usually by cheerful facilitators.
If you work in either an agency, consultancy or professional services firm, then you've likely seen an article or five over the past few years making the case for agencies to act more like start-ups. The logic goes something like this: start-ups are nimble and product focused.