The flaw in the Deal and Kennedy model is that it does not connect culture to the strategies being implemented by the organization.
In my book, The Alpha Strategies, Understanding Strategy, Risk, and Values in Any Organization, I argue that there are eight strategies common to all organizations, big or small, and regardless of whether they are for-profits, not-for-profits, or public sector organizations.
One of the eight strategies will always be the dominant one leading the remaining seven. It is the dominant strategy that gives the organization its culture. I define strategy as a choice of action. Culture is a product of the choice of action and acceptable behaviors reflected in the dominant strategy.
To demonstrate how the dominant strategy reflects culture, let's consider examples of organizations and their dominant strategy:
1. Nike and Coca-Cola are known as incredible marketing companies; their culture is all about marketing.
2. Banks are financial cultures
3. FedEx and Fo (...) Read more? Sign up for free