Peter Drucker once famously said, "Culture eats strategy for breakfast." That is to say, if the implementation of a strategy is not based on a solid cultural foundation, it will be difficult to sustain. It should be noted that strategy and culture are intertwined.
According to PwC's 26th annual survey of 4,410 CEOs worldwide, the top business challenge facing CEOs in 2022 is technology and digitalization, which accounts for 22.7%, followed by 15.4% for human capital and team culture.
When every company tries to improve its corporate culture through various means, such as team training, team-building activities, cultural testing, increasing interactive facilities, and executive coaching, if corporate leaders still do not lead by example, lack integrity, have opaque information, and have accountability systems that are not based on love and care, then all these cultural activities are just like a vase of flowers on a desk, used only for decoration.
Think of the cultural architecture as an inverted pyramid, with the sharp corner at the bottom being the company's leaders or board members. They are the support of the entire culture, and their behavior, thinking, and mentality greatly influence the formation of the culture. Culture is not something that can be formed in one or two days. It requires accumulation and precipitation day by day, year by year, to become the company's behavior, values and thinking patterns.
If the establishment of culture does not receive the joint support and leadership of the company's top management, and they do not lead by example, continuously invest, and only act like spectators watching a football match, clapping and encouraging from the sidelines is not enough. Would a player consider the audience as part of their team? No, they wouldn't.
A good corporate culture is one that every individual within the company is not conscious of its existence, but can feel it from everyone in the company, even the janitor or the company's driver.
The worst thing is that some leaders, in order to avoid the influence of culture, simply follow orders like a soulless shell. They comply with the company's activities, but behind the scenes, they spread negative information to their subordinates. This is like a bomb in the company that can explode at any time. The result is that culture change becomes a cultural revolution. Under high ethical standards, some people will take this opportunity to complain employees who have not met the standards. The leaders of the company must remove them as soon as possible.
Of course, they have the right to leave the company and choose a more suitable living environment for themselves. Just like how you don't like to immigrate to Canada, you can choose Singapore instead.
彼得·德鲁克（Peter Drucker）曾经说过：“文化能把战略当早餐吃掉。” 这意味着，如果策略的实施没有建立在稳固的文化基础上，就难以持久。需要知道的是，战略和文化是相互融合的。
根据普华永道对全球4410位CEO的第26次年度调查，2022年CEO面临的主要商业挑战中，科技和数字化排名第一，占比为22.7%，其次是人力资本和团队文化，占比为15.4%。
当每个企业都试图通过团队培训、团建活动、文化测试、增加互动设施和高管指导等各种方式来改善企业文化时，如果企业领导没有以身作则，没有诚信，企业信息不透明，问责制度也不是出于爱与关心，那么这些文化活动只是表面的装饰，就像桌上的一瓶鲜花而已。
想象一下，文化架构就像一个倒转的金字塔，塔底的尖角是企业领导或董事会成员。他们是整个文化的支撑，他们的行为、思维、心态等都极大地影响文化的形成。文化不是一两天就能形成的东西，需要日复一日、年复一年地积累和沉淀，成为企业的行为、价值观和思维方式。
如果建立文化没有得到企业高层的共同进退和领导，并以身作则，不断投入，而只是像看足球赛的观众一样在旁边鼓掌呐喊，那是远远不够的。试问，球员会否认为观众是他们的团队之一？当然不会。
一个好的企业文化，企业内的每个人都不会意识到它的存在，但每个人都能从企业中感受到它，即使是负责清洁的清洁工、或是企业的司机。
最糟糕的是，有些领袖为了躲避文化的熏陶，唯命是从，就像一个没有灵魂的躯壳。为了符合企业的活动，唯唯诺诺，背后却向属下传播负面信息。这好比企业里的一枚炸弹，随时爆发。结果是文化改变变成了文化大革命。在高高的道德标准下，有人会借此机会对没有达到标准的员工打小报告。企业的领导必须把他们尽快拔除。
当然，这些人有权离开公司，选择更适合自己的生存环境。就像你不喜欢移民加拿大，可以选择新加坡一样。
Love. David
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