How Organizational Culture & Strategies Goes Hand in Hand for Success in Business?

How Organizational Culture & Strategies Goes Hand in Hand for Success in Business
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There is a well-known Peter Drucker quote that says, “culture eats strategy for breakfast. This suggests that your organization’s culture consistently decides the fate of your company regardless of the strategy. Thus, any organization separating the two culture and strategy are putting their success at stake.

Be that as it may, while numerous investigations unleash there is an immediate relationship between a robust, productive culture and an organization’s bottom line, most of the organizations invest little energy thinking, not to mention doing anything about this topic — while on the other hand, they’re investing loads of time formulating their business strategy.

“Organization culture loves eating strategy for breakfast, lunch, and supper, so don’t leave it unattended,” says Pere Rosales, Founder of, the first-ever company providing coaching and training services for Agile Services for Innovation and Organizational Creativity.

Over a decade-long career, Rosales has worked on numerous projects for the prestigious brand, applying his expertise on creativity and innovation for professional and organizational growth. These brands include Adobe, Starbucks, CaixaBank, BancSabadell, AXA Assistance, Catalana Occidente, Assistència Sanitària, Danone, ESADE, Ajuntament de Barcelona, SEAT, Almirall, Bayer, Sanofi, Ferrer, Roche, pwc, RACC, Gas Natural Fenosa, GSMA, Puig, Estée Lauder, Tommy Hilfiger, Donna Karan, Clinique, UOC, Symantec, Microsoft, Autodesk and HP.

Additionally, Rosales is an active member of the International Academy of Digital Arts and Sciences and an Official Ambassador of the Webby Awards in Spain and of the “Lovie Awards” in Europe. He likewise has served at the Magnet Awards, Laus, New York Festivals, El Sol, and Art Art Directors Club of Europe. He additionally has a published book under his name: Digital Strategy: How to use technologies better than the competition. Rosales has also co-authored and edited an online education course, “Internet, Web 2.0 and social media in the Pharmacy.”

Distinguished as the organizational culture and innovation expert and trusted business strategist, Pere Rosales joins in the conversation below to talk about the role of strategy and culture in a business setting.

The Need to Align Strategy Capability & Culture

There is an incredible triumvirate in corporate transformation– Strategy, capabilities, and culture. All three require to be planned together, aligned, and empowering one another to make the genuine organizational transformation.

“Strategy, capabilities and culture leadership is all about the progression of correlated choices about “where we are going to play,” “how are we going to win and differentiate,” “what abilities should be set up to execute,” “what are the cultural goals to empower differentiation and execution”?” explains Rosales.

The culture eats strategy for breakfast quote implies that regardless of how solid your essential strategic plan is, its adequacy will be kept down by team embers if they don’t share the appropriate culture. Regardless of anything else, individuals executing the plan are the ones that have a significant effect on the organization’s success.

In the event that your employees aren’t enthusiastic about your organization’s vision, they will not be eager about executing the plan, and afterward, your strategy becomes futile for success. Your organization will battle to execute daily strategies, and implementing another one would be destined to fall flat.

“Healthy organizational culture happens only if you work on it. Yet, culture is always present, even if you don’t; work on it. It reflects the core of the organization, and its vast majority is made by the business founder — at times unconsciously. The actions of the founders and managers speak louder than their words when it comes to culture creation,” explains Pere Rosales.

Culture isn’t characteristically about workspaces and advantages, like comfortable seats and ping pong tables; it’s about the propensities individuals have framed, how they decide, how they react to difficulties, pressing factor and inconvenience, and what they believe is fortunate or unfortunate for success based on what’s been boosted, remunerated, supported, and perhaps even discouraged in their work environment.

Pere Rosales reveals that Drucker’s quote is the basic principle of his company INUSUAL’s vision. “Based on these words, we strive to empower organizations to step up their game at culture and strategy promoting business innovation,” he shares.

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