Unless commitment is made, there are only promises and hopes . . . but no plans. —Peter Drucker
At the original church, a new pastor came into the office full of fresh ideas and a clear vision of where the church could go; that’s exactly why he was selected. After a long, grueling first eighteen months with the new pastor on the job, however, the church’s growth curve had barely budged. When he called me, he was frustrated and tired.
This senior pastor had done a lot of good things, but he failed to understand the impact of the existing organizational culture on his new, exciting vision for the church. It was like changing the engine on a sports car to make it faster, but it was spinning its wheels in the mud. Or to use a different metaphor, he tried to transplant a heart into a patient whose body rejected the foreign organ. No matter how perfect the new heart was, the patient had no chance at all unless the body accepted it.   Culture—not vision or strategy—is the most powerful factor in any organization.   Culture—not...
Dick Clark explains how he took the pharmaceutical firm Merck to a higher level: “The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems, the [negative] culture of the organization will defeat the strategy.”