Often organization strategy fails because the strategists and the top executives are not able to change the organizational culture, which eventually proves to be antithetical to the conditions necessary for the success of the organization strategy. Every strategy implementation issue involves managing change. Often, the top management does not have astute and competent change leaders, who can create a shared vision amongst people, involve them in its implementation. Thus, the culture becomes a “noise” in strategy implementation, and becomes the biggest stumbling block; the vested interests that are adversely affected by the new strategy/change defeat it so that it does not succeed. That is why it is said that: “Organizational culture eats strategy for lunch.” Are there some examples that illustrate this relationship, indicating implementation of strategy as intended or failure of strategy due to hostile organization culture?
If corporate culture is not according to the people who have been appointed to work in it, it will slowly defy strategy. It should be accommodating and should be able to achieve the missions and goals.
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