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This web archive houses articles featured since Summer 2013, when our site launched on its new web platform. However, Peak Development's archive of articles goes back at least 5 years, and in some cases further. If you are unable to find what you're looking for in this archive, feel free to contact us, and we may be able to assist.
“Leaders commonly try to influence their company culture with a lofty statement of purpose. But despite the time and money an organization pours into crafting its own special statement, the result is often vague and generic — it sounds like every other well-meaning company’s purpose statement.” Harvard Business Review’s Erika Keswin suggests that “one simple way around this is to highlight specific stories that illustrate the values leaders want to emphasize.”
Organizational leaders reported in a recent study that they “spend seventy-four percent of their time on strategy and twenty-six percent of their time on culture. But when asked, ‘Which has the most impact on our Business Results, culture or strategy?’ a whooping ninety-six percent of leaders said that culture has a greater impact.” Inc’s Mattson Newell asks, “If most leaders readily agree that company culture has a greater impact on achieving business results–or not achieving them–why do many leaders still spend more resources on strategy than on culture?”
“All too often, when we think about an exceptional organizational culture, it’s the superficial perks that we focus on. Why? Because understanding, developing and supporting your culture can feel like a rather ambiguous and daunting challenge. But it doesn’t have to be.” Forbes’ Renee Baiorunos offers tips for building an effective and intentional culture.
“A positive culture works best because people want to meet or exceed expectations, not demands.” Ron Williams, former Chairman and CEO of Aetna, writing for Forbes.
The Delancey Street Foundation — the country’s leading residential self-help organization for former substance abusers, ex-convicts, homeless and others who have hit bottom — has been “proving something since 1971 that many of the world’s top companies still struggle to grasp—that culture is the backbone of any organization, and that if you believe in people to accomplish dramatic change, stellar performance, and revolutionary results, they will make it happen.”
“The behaviors are critical because they will have a significant impact on business performance when exhibited by large numbers of people; they are few because people can really only remember and change three to five key behaviors at one time.” In Strategy+Business, Kristy Hull shows how a small number of actions can help an organization achieve its strategic and operational objectives.
“There is a personal element to both culture and purpose,” writes Dan Pontefract. “One cannot rely solely on the organization to enact an engaged culture or a purpose-driven ethos. It really does start with you.”