- IT leaders need to clarify how the culture they want will help achieve their strategy and choose values to focus on that will have maximum impact.
- There is confusion about how to translate culture from an abstract concept to something that is measurable, actionable, and process driven.
- Organizations lack clarity about who is accountable and responsible for culture, with groups often pointing fingers at each other.
- When it comes to culture, the lived experience can be different from stated values. Culture is a pattern of behaviors and the way work is done rather than simply perks, working environment, and policy.
- IT leaders’ active participation in culture change is paramount. If leaders aren’t willing to change the way they behave, attempts to shift the culture will fail.
- Elevate culture to a business imperative. Foster a culture that is linked to strategy rather than trying to replicate the hot culture of the moment.
- Target values that will have the greatest impact. Select a few focus values as a guide and align all behaviors and IT practices to those values.