Aligning strategy and Culture
Overview
In many companies (as well as business schools), strategy and culture are treated as separate topics. We venture that if the two are aligned right from the start, that we will have and better strategies and better execution of said strategies. We will present several case studies that illustrate this as well as present a methodology that allows for this alignment to be deliberately constructed.
Learning outcomes :
- Treat culture as a strategic rather than a functional issue
- When culture enables strategy execution it becomes a competitive advantage
Robert Hooijberg’s areas of interest include leadership, negotiations, team building, digital transformation, and organizational culture, with a specific focus on the alignment of culture and strategy.
He helps organizations to create powerful performance-oriented cultures aligned with strategy, and has developed an innovative approach to the study of cases on the topic.
At IMD, Hooijberg has provided programs and consultancy services for a wide range of organizations, including KPN, Carlsberg, Eneva, Julius Bär, Bayer, Safran, FirstRand, Allianz Africa, EY, PSE&G, Korea Telecom, FrieslandCampina, Axiata, and the Dutch Ministry of Social Affairs and Employment.