ABSTRACT
Change is an inevitable consequence of strategic decisions.
Planned strategy involves inventing the future and bringing
about desired choices. If the strategy is to be successful, employ-
ees have to be energized and committed to the change and able
to achieve their part. So many of the ‘brakes’ on strategy lie in
the way the organization’s culture operates and the lack of buy-
in to change by employees. Going back to the alignment model,
changing strategy and structure are difficult enough. What
is much harder, and takes longer to happen, is changing the
organization’s culture.
