From Fast­Com­pany: Every orga­ni­za­tion is designed to get the results it gets. Poor perfor­mance comes from a poorly designed orga­ni­za­tion. Supe­rior results emerge when strate­gies, busi­ness models, struc­ture, processes, tech­nolo­gies, tools, and reward systems fire on all cylin­ders in symphonic unison.

Savvy leaders shape the culture of their company to drive inno­va­tion. They know that it’s culture–the values, norms, uncon­scious messages, and subtle behav­iors of leaders and employees–that often limits perfor­mance. These invis­ible forces are respon­sible for the fact that 70% of all orga­ni­za­tional change efforts fail. The trick? Design the inter­play between the company’s explicit strate­gies with the ways people actu­ally relate to one another and to the orga­ni­za­tion. · Go to 6 ways to create a culture of inno­va­tion →