“Culture eats strategy for breakfast- Peter Drucker- Critically Discuss…
BBA 102 ESSAY: “Culture eats strategy for breakfast- Peter Drucker- Critically Discuss…
Both Culture and Strategy are two contrasting yet vital elements that make up the sustainment and the overall performance across firms. The aim of this paper is to highlight what comprises culture and strategy, as well as illuminating and highlighting their inter-dependence and linkage to one other, furthermore how there must be alignment presented in both to ensure organizational success (Bate, 1994; Lado and Wilson 1994 as cited in Klein 2011) and avoid strategic failure (Semler, 1997; Tosti and Jackson 1994 as cited in Gupta 2011) In extensive research it is apparent that culture alone can have a major impact on the success and performance within a business organisation (Kilman et al., 1985) While research has shown sufficient evidence that a positive enough outcome can be derived with strategy alone to sustain the economy, (Nazim U.A. and Ray M. 1994) When the two are put together and aligned they generate further value and revenue for the firm as well as allowing Employees to be motivated, committed and produces high performance work teams, furthermore allowing strategy to flourish once implementing culture. (Gupta 2011 and Klein 2011) Further evidence by scholars have also revealed their agreeance with Drucker’s ‘Culture eats strategy for breakfast’ highlighted by the fact that working strategy cannot be achieved without first understanding the culture of the business first, in which essentially a high performance business primary objective is the understanding of culture, before it is linked with an appropriate effective strategy in order to flourish (Gupta 2011 and Klein 2011) Presented in this however are a number of scholars who disagree with Druckers argument as they argue that a strong culture brings upon an extensive set of problems and can only provide a benefit to an effective and efficient strategy that is already implemented, Furthermore expressing that
Both Culture and Strategy are two contrasting yet vital elements that make up the sustainment and the overall performance across firms. The aim of this paper is to highlight what comprises culture and strategy, as well as illuminating and highlighting their inter-dependence and linkage to one other, furthermore how there must be alignment presented in both to ensure organizational success (Bate, 1994; Lado and Wilson 1994 as cited in Klein 2011) and avoid strategic failure (Semler, 1997; Tosti and Jackson 1994 as cited in Gupta 2011) In extensive research it is apparent that culture alone can have a major impact on the success and performance within a business organisation (Kilman et al., 1985) While research has shown sufficient evidence that a positive enough outcome can be derived with strategy alone to sustain the economy, (Nazim U.A. and Ray M. 1994) When the two are put together and aligned they generate further value and revenue for the firm as well as allowing Employees to be motivated, committed and produces high performance work teams, furthermore allowing strategy to flourish once implementing culture. (Gupta 2011 and Klein 2011) Further evidence by scholars have also revealed their agreeance with Drucker’s ‘Culture eats strategy for breakfast’ highlighted by the fact that working strategy cannot be achieved without first understanding the culture of the business first, in which essentially a high performance business primary objective is the understanding of culture, before it is linked with an appropriate effective strategy in order to flourish (Gupta 2011 and Klein 2011) Presented in this however are a number of scholars who disagree with Druckers argument as they argue that a strong culture brings upon an extensive set of problems and can only provide a benefit to an effective and efficient strategy that is already implemented, Furthermore expressing that
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