We’ve all heard this famous admonition from the founder of management consulting, but what does it mean to us, today, in the legal world? The legal industry – or, perhaps more precisely, the ...

Post by Dr Emma Soane, Associate Professor of Management at LSE’s Department of Management and Fellow of the British Psychological Society. An organization’s risk position should be considered as ...

Working closely with the human capital director, he set about developing a “market shaper” culture—an organization perceived as driving the evolution of the sector—to stimulate more innovation and ...

Success requires understanding—and measuring—the potential disconnect between the culture of an organization and the strategy under consideration. Cultures can change, but they can’t change radically ...

In business, leaders often gravitate to discussing "clickable" phrases, especially when they make us feel better about ourselves. It’s more endearing to talk about issues such as culture rather than ...

Every group of people has a culture, a way of understanding and expressing the world, their group, and themselves. Organizations are no exception. Research shows that the leadership of an organization ...

Safety performance is an outcome of culture—the conditions leaders create through organization, leadership, measurement, and learning. Regular culture assessments, strategic alignment, and data-driven ...

Culture shouldn’t eat strategy for breakfast — your business strategy must be developed based on the core strengths of its existing culture. Business strategy is the vision, the plan, the choices and ...

Peter Drucker once said, “Culture eats strategy for breakfast.” Throughout my career, I have spent a lot of time in the strategy room. But no matter what we decided there, until we got the ...