A Quote by Tobias Lutke
Change has to be fundamental to a company's culture, or there is no way it can survive.
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I used to believe that you could change the culture or behavior of a company. I still believe it's possible, but it is at least a five to ten year process, if you are successful at all. More recently, I have been attracted to the ideas of the behavioralist, Edgar Schein. Schein has argued that you cannot change the culture of a company, but you can use the culture of a company to create change. It's an interesting approach to overcoming resistance. And if you can change how a company does its work, you might eventually be able to change how its people think.
When a change initiative is focused on changing a company's culture directly, it can take five to ten years to accomplish its objective. Company cultures don't change easily. My friend Peter Drucker used to argue that company cultures don't change at all.
I don't think you can create culture and develop core values during great times. I think it's when the company faces adversity of extraordinary proportions, when there's no reason for the company to survive, when you're looking at incredible odds - that's when culture is developed, character is developed.
Companies that actually survive and flourish are going to change their business model from production to aggregating the networks and the network services and solutions. If you're a construction company or an IT company or a logistics company or an information data operation, to the extent that you can find ways to help build the commons, you can get some commercial value in that.
You gotta make a change. Its time for us as a people to start making some changes, lets change the way we eat, lets change the way we live, and lets change the way we treat each other. You see the old way wasn't working so its on us, to do what we gotta do to survive.
You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.
No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.
When a company makes a fundamental change, it is inevitable that some people will leave.
There is no one, right way to design or develop anything. To a large degree, it needs to reflect the culture? - ?especially the innovation culture? - ?of a company.
For a global company, it is imperative to respect and honor local culture and weave that into the core company values rather than the other way around.
You have to have a fundamental change in the culture of policing, and who is the police person. How do they change? How do you learn from England and the other places, or Australia? In England, they don't carry guns on the whole. It's a different kind of mentality that does not demonize, and it's justified on race and income and class.
Today, Labour has a disruptive economic narrative - that Britain needs fundamental change in its market structure and culture to compete in the modern world.
Culture is our nature, and the ability to learn and change is our most important and fundamental instinct.
Designful companies are those that weave design thinking into the fabric of the company. In a designful company, innovation is rewarded instead of punished. Risk taking is the norm instead of the exception. Some companies have already embraced this type of culture change with impressive results.
Change is the healthiest way to survive.
The surest way to lose democracy is to take it for granted. Every citizen must contribute to its advancement in some way. No nation or culture can long survive the absence of transcendent values and absolutes.
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