The scientific approach can

Explain how the world is, but only a good story can describe a world that does not yet exist. Chapter 6: culture. Any strategy created ignoring the cultural environment in which it will be implemented is doomed to failure. And any successful strategy is based on a strong culture that evolves in line with the demands of the world in which the organization operates. Therefore, understanding how to approach culture is fundamental to corporate success. And to approach it in the right way, it must be based on the right beliefs. The predominant belief in the contemporary business world, sometimes implicitly, is that when leadership points out the path the company should follow and changes the structure, systems and processes in the right way, the new culture emerges naturally. And although the influence of structure and processes on culture exists, the central point in cultural change is work in the sphere of interpersonal relationships (standards that people use to define and resolve problems between them).



These interpersonal relationships interact with formal aspects (structures, systems and processes) and cultural aspects (mental guides that direct collective interpretations and actions) and from this interaction a new culture is forged. Chapter 7: knowledge Jamaica Email List work. Although knowledge work is very different from manual work, many manual work practices ended up being incorporated into the way knowledge work is conducted in companies. A big mistake is not understanding that while in the factory the amount of work and outputs are stable and based on continuous and repetitive processes, in offices both the amount of work and outputs are very variable, as they are based on different projects. . Failure to understand this fact leads companies to treat knowledge work in the wrong way, designing job descriptions as if they were continuous manufacturing activities. A successful action in this regard has been to structure work, whenever possible, by project.







Of course, not everything can be treated this way, but companies that don't transform at least part of the work into projects are heading towards obsolescence. Chapter 8: corporate functions. In most companies, corporate support functions such as it, hr and r&d work reactively, meeting the demands of areas that are in the central value chain. In practice, this stance leads to a distancing that means that these areas end up leading an agenda of priorities and investments that are much more based on what can be considered the intrinsic excellence of their areas than on alignment with the organization's strategy . The way forward is to ensure that each of these areas has a clear strategy anchored in the corporation's strategy and that the action plans are aligned with that strategy. By clearly understanding broader organizational choices and asking how you can contribute to them, each corporate support function becomes much more active and contributes much more concretely to achieving objectives.