New CEOs at two big-name Chicago companies face major challenges rooted not in competition, strategy or economic conditions, but corporate culture.
At aerospace manufacturer Boeing, David Calhoun is working to regain the trust of regulators, airlines and the flying public after two fatal crashes raised doubts about the company's commitment to safety. McDonald's new CEO, Chris Kempczinski, needs to restore morale and repair damage done to the company's image by that led to his predecessor's ouster over an improper relationship with a subordinate.
Neither will meet his challenge with a strategic shift, a cost-cutting campaign or an acquisition. To succeed, each will have to change the ways people at his company think and act—the corporate culture, in other words.
To be sure, both bosses also have urgent business imperatives. Calhoun needs aviation regulators to clear Boeing's 737 Max jet to fly again, so the company can resume selling its biggest moneymaker. Kempczinski must figure out how to reverse steadily declining customer traffic at McDonald's stores. Fixing the culture isn't a distraction from those objectives—it's essential to accomplishing them.
79彩票注册网址Corporate culture is a murky, nebulous concept that can be hard to define. Still, it's a real and powerful force in every organization. Experts describe corporate culture as the expectations, attitudes, priorities and behaviors that influence what happens within a business. In short, culture drives what people do and how they do it.
Therefore, culture hugely affects a company's ability to execute business strategy; some say "culture eats strategy for breakfast." Cultural resistance has thwarted many attempts at organizational transformation and strategic change, leaving CEOs to bemoan their inability to alter "the way things are done around here."7072彩票开户 7073彩票地址 963彩票开户 7073彩票网址 689彩票邀请码 7073彩票注册 8炫彩彩票app 677彩票开户 7073彩票登录 66顺彩票app