THE CULTURE PUZZLE

A business book offers an example-filled deep dive into organizational culture.

Culture is arguably one of the most puzzling areas in today’s business organizations. In this impressive and vibrant treatment of the subject, academicians/consultants Moussa, Newberry, and Urban seek to demystify organizational culture by analyzing its “four forces” (“vision, interests, habits, and innovation”) and showing how they fit together, as do the pieces of a puzzle. The pragmatic approach of the authors is revealed in a careful, methodical way. They first introduce the puzzle pieces in a broad brush stroke, then discuss the four forces in depth, and finally demonstrate how to sustain a healthy organizational culture. Along the way, the book features countless case studies and anecdotes that perfectly illustrate the typical cultural challenges faced and the opportunities available to take organizational culture to the next level. In Part 1, the authors employ memorable metaphors to highlight the importance of corporate culture. They liken those CEOs who may be tone deaf about culture to Akhenaten, an Egyptian pharaoh who was an innovative genius but could not convince the populace to follow his lead: “This tale of a prideful pharaoh who fails to change long-standing cultural beliefs remains keenly relevant today.” Just as effective is the metaphorical gardener who is responsible for “thoughtfully and carefully tending the culture garden.” An example employed by the authors is the decidedly nonmilitary leadership style of American Army Gen. Stanley McChrystal in Iraq. McChrystal recalled his mother’s penchant for vegetable gardening and applied three lessons he learned from her to managing his troops: adapting to changing conditions, being “the protector in chief,” and creating the right environment.

Part 2 addresses the four forces in precise detail; chapters devoted to each one are brimming with relevant examples, all of which are accompanied by authoritative commentary and keen insights. In discussing vision, the authors demonstrate how storytelling helps build strong cultures. The chapter regarding interests covers several vital issues, such as how to keep organizational tribes from fragmenting and how to become a “culture virtuoso.” An outstanding vignette in this chapter is an anecdote about retired Starbucks CEO Howard Schultz, who returned during the 2008 financial crisis to transform a “loose collection” of 10,000 store managers “into a tribe of tribes.” In the chapter about habits, the authors explain “four principles for creating moments that usher in new habits.” Concerning innovation, the authors identify three characteristics associated with “the true nature of innovation and the sort of environment that fosters it.” In Part 3, Moussa, Newberry, and Urban reprise the gardener metaphor, aptly describing how a culture leader takes responsibility for “Pulling Weeds and Cultivating Wildflowers.” The authors close the book on a hopeful note, observing that during the Covid-19 pandemic, they were encouraged to see many organizations “thinking village rather than self.” Crammed with stories across a broad spectrum of industries and organizational sizes, this book delivers much of value that any manager should be able to glean.

A thorough, highly engaging, and superbly written exploration of organizational culture.