Nearly all managers are convinced that the culture of a company is an important basis for its success. It is obvious, however, that only few know what really distinguishes a company culture, how it is formed and how difficult it is to adjust or change it.
Culture is all that matters
"Culture is all that matters,“ said anthropologist Mary Douglas. Karolina Frenzel wrote: "You don’t see what is important to a person, a group or an organization at first glance. It often takes long-term observation and some serious thought to figure that out."
What is actually important is not always the same as what a group says is important. What is really important to a group can only be recognized when one has observed the interplay of behavior, communications, rituals and all of the things that are not being done despite them being possible.
It is this mix of different factors that will reveal what rules the group employs to maintain and achieve those things that are important to it.
This entire system of sometimes simple, sometimes complex rules, practices, communication and goals – that is culture.
Culture in turn defines the unique norms, working methods and ways of thinking in a company. Culture is therefore an integral part of the prevailing, dominant logic.
Clearly, every company has its own unique culture. To the degree that this culture is able to inspire commitment and initiative, which in turn contributes to achieving the company's goals, is greatly dependent on the type of culture it is.