ABSTRACT
The realization of an operational approach requires appropriate management structure and processes. This chapter discusses the organizational culture and leadership. Organizational culture and leadership, although controversial concepts are essential to achieving the operational approach. The chapter also discusses their role in both the implementation of a planned operational approach and as a framework for action in the operational process. It focuses on the concept of culture. The US giant has been the focus of considerable controversy surrounding the closure of a store unionization process, where the right of workers to organize is an important social value. Leaders tend to focus on financial issues and competitors, operators of local concerns and focus on the people, while engineers are mostly interested in technology. The analysis of cultural dynamics is to better understand the interaction between organizational culture and subcultures and their compatibility with the operational approach. The balance of management between dominant culture and subcultures dynamic is important for organizational performance.
