Monthly Archives: September 2013

A Few More Myths About Corporate Culture

This is the third (and final) posting on the myths of corporate culture.  You might want to review the first and second posting as well.  These myths are taken from a chapter in my new book – LEVERAGE: The CEO’s Guide to … Continue reading

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The Truth about a Merger of Equals . . .

 There is no such thing as a merger of equals! On May 6, 1998 the largest merger in automobile history was heralded as “A Merger of Equals” and promised to propel the new DaimlerChrysler as a leading player in the … Continue reading

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More Myths About Corporate Culture . . .

(this post is taken from a chapter in my new book – LEVERAGE: The CEO’s Guide to Corporate Culture, which will be available near the end of October.  See my previous blog posting for Myths 1-4) Myths are public dreams, dreams … Continue reading

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Myths about Corporate Culture . . .

(this post is taken from a chapter in my new book – LEVERAGE: The CEO’s Guide to Corporate Culture, which will be available near the end of October) The great enemy of the truth is very often not the lie, … Continue reading

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Tomatoes and Culture Change: Unintended Consequences

Several years ago, plant scientists discovered a genetic mutation that caused the tomato to ripen evenly, instead of leaving a greenish-yellow top on an otherwise ripe tomato.  Since consumers in supermarkets preferred a fully red tomato to one with a … Continue reading

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The “Hidden” Assumptions Behind Culture Change

One of my greatest insights about culture change came early in my career from an assignment with AVCO Everett Research Labs.  Basically this was a defense technology “think tank” filled with pure research scientists and scientists “masquerading a managers”.  The … Continue reading

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How to Spot a “Crappy” Executive . . .

Like most everything else, the range of executive effectiveness (from the extremes of  “totally ineffective” to “leading on all fronts”), probably follows somewhat of a bell-shaped distribution. It is easy to spot those executives at either end of the spectrum, … Continue reading

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