[SAMPLE TEXT — replace with your own essay. Add images with the Image block; choose “Wide width” in the toolbar for diagrams.]
Every organisation I have worked with had a strategy. Most had a roadmap. Far fewer had the ability to turn either into change that people could feel in their daily work.
When a product transformation stalls, the explanation is usually framed as a planning problem: wrong priorities, too many dependencies, not enough capacity. Those things are real. But in my experience they are symptoms more often than causes.
Strategy is rarely the bottleneck
Edgar Schein describes culture in three layers: the artefacts we can see, the values we say we hold, and the basic assumptions nobody questions. A new operating model changes the first layer overnight. The third layer decides whether it sticks.
That is why two teams with the same framework, the same tools and the same roadmap format can deliver completely different results.
A new operating model changes what we can see overnight. Culture decides whether it sticks.
What the research says
In my thesis I look at how culture affects execution capability in product-oriented environments, using Sbanken as the case.
[ADD: two or three findings in your own words.]
What leaders can actually do
- [POINT ONE]
- [POINT TWO]
- [POINT THREE]
Further reading
- Schein — Organizational Culture and Leadership
- Cameron & Quinn — Diagnosing and Changing Organizational Culture
- Denison & Mishra — Toward a Theory of Organizational Culture and Effectiveness
- Cagan — Empowered
