IBM is viewed by many, including me, as the Gold Standard for a company that reinvented itself in order to meet its business objectives, but whose culture was transformed to be inclusive to all of its employees. Their story is documented in a several articles in the Harvard Business Review.
"I came to see in my time at IBM that 'culture' isn't just one aspect of the game - it is the game."
— Lou Gerstner (1942- ) Former IBM CEO, credited with its turnaround
Last week, a colleague was venting some frustrations about a project at her company. She'd been working on a culture change initiative for 6 months and didn't feel like she was getting much traction. When I asked her how much input she'd been getting from the executive team, she said very little. Then she started to defend them by saying they were too busy - until she caught herself.
The personal-computer business used to be fast growing and glamorous. Now it's ruled by price wars, vanishing stock prices, consolidation, and layoffs. So why is Bob Moffat, who runs IBM's PC group, having such a good time at work?