Articles are listed in reverse chronological order, with the most recent article on top. Or, to find a specific article or publication, use the search function in the upper right of any page.
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.
“The workplace is a natural medium for viral behavior, transmitted through observation. As long as people see the difference it makes, a change in a few individuals’ neural patterns can move rapidly through the enterprise…The more people who understand the value of fostering autonomy, purpose, and recognition—and who translate these principles into practice—the more others will mirror them and the more widespread these practices will become.” Jesse Newton and josh Davis, writing for Strategy+Business.
“Simply changing a culture in an effort to improve employee engagement won’t necessarily lead to improved business performance,” writes Alice Zhou in Strategy+Business. “In fact, treating engagement as the goal of culture evolution can have a negative impact…The key to unlocking performance via organizational culture is to align company culture to business priorities.”
“Creating work environments that are conducive to producing good, high-quality work is trickier than it might appear at first sight,” writes Peter Economy in Inc. “In workplaces where employees take responsibility for their actions, however, leaders can expect much higher levels of productivity–especially if team members are personally taking responsibility for their work, good and bad.”
“Over time, excessive focus on innovation and speed at the expense of the people that are supposed to make it all happen has a way of catching up to us.” According to Inc.’s Adam Fridman, “Longevity comes when you put people and relationships first: relationships between man and machine, between workers and managers, and between the company and the rest of the marketplace.”
“How you operate on the inside should be inextricably linked with how you want to be perceived on the outside,” writes Denise Lee Yohn in Harvard Business Review. “When your brand and culture are aligned and integrated, you increase operational efficiency, accuracy, and quality; you improve your ability to compete for talent and customer loyalty with intangibles that can’t be copied; and you move your organization closer to its vision.”
“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?”