Why Changing Strategy Without Changing Culture Changes Nothing

I see it almost everywhere I work with leadership teams. Let me tell you what it is and what you should be doing differently. And I will cite two great HBR articles that are helpful. (For more about HBR go here.)

Before I name the mistake, let me describe how it pops up.

You want to move ahead so you brainstorm a bit, read the latest books, review all the models, attend a conference or watch some videos. Then draft the new strategy, delegate responsibilities,  and launch the new plan.

And in six months you are…

  • Spinning Your Wheels. Lots of vision and planning is done, and even some keenly designed initiatives, but you seem to be spinning your wheels and getting nowhere. Why?
  • Driving on the Wrong Track. You get off to a fast start, launch an initiative, and soon leaders start moving, building teams and creating materials … but there is confusion. Why is this not working? You’re going somewhere — but where?
  • Having a Multiple-Vehicle Accident. Your entrepreneurial team starts launching their own version of the vision, building and designing what works for them, running into one another as they fight for people, recognition, platform and resources. Soon there’s a 6-leader pileup.

These leaders had great strategies, good people and ample resources. But they kept failing. What needed to change?


When you change your strategy without changing your culture, you change NOTHING! Change is resisted at every bend. Here are ten reasons why.

So why amplify this reality by putting new wine in old wine skins? Or, to stick with our racing metaphor, we strap a formula-one engine to a NASCAR chassis.  It makes a lot of noise and covers a lot of ground – but nothing really changes.

  • A university creates online programming to make more content available – but they don’t change delivery methods, relying on a teacher-centered model instead of a learner-centered approach.
  • A church wants a new outreach strategy and launches new “missional communities,” but the congregation does not have a missional mindset, and they really don’t understand the people they are trying to reach.
  • A business hires phone “consultants” for that “personal touch” to improve customer service. But actually what the customer wants is speedy ordering, distinctive choices and an easy internet-based return policy – they do not need a nice phone conversation.

In the popular Lean Start-Up Movement, entrepreneurs re-think the way we launch a venture (or ministry or educational center, etc.). Listen to Steve Blank on Lean Start-ups:

…it favors experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional “big design up front” development. Although the methodology is just a few years old, its concepts—such as “minimum viable product” and “pivoting”—have quickly taken root in the start-up world, and business schools have already begun adapting their curricula to teach them.

This approach is working because it forces you to actually understand the culture you are trying to reach, and the culture you are creating in your own camp.

It is not enough to change a strategy or talk about innovation. Cultures must change. I spend lots of time helping teams and leaders make progress here. Here are some questions that drive that process.

  • What defines us now – who are we really?
  • Where do we want to go and why?
  • What exits in the new culture we want to create that is absent now?
  • What kind of leaders do we need to become to make this transition?
  • What environments, tools and processes need to be created (or removed) in order to move toward the future?
  • Do we have/can we get the right people?
  • What actual steps are required and who is responsible for each one?
  • How do we know we are making progress?
  • How hard are we willing to work to change our culture?

Leaders are in the culture-making business. Before you take the “big splash” approach again, you might evaluate the culture…inside and out. That means changing how you view potential leaders, the systems you design, the people you recruit or hire, the process (not just the end result) of how you develop strategy, and whether you become learners rather than teachers.

So what’s in your culture?

What will it take for a cultural makeover?

What are your biggest challenges in culture shaping and culture changing?

>> Read more from Bill here.

Download PDF

Tags: , , , ,

| What is MyVisionRoom? > | Back to Leadership >


Bill Donahue

Bill’s vision is: “Resourcing life-changing leaders for world-changing influence.” Leaders and their teams need a clear personal vision and a transformational team strategy. This requires work in 3 key areas: Maximize Leadership Capacity, Sharpen Mission Clarity & Build Transformational Community. Bill has leadership experience in both the for-profit and non-profit arena. After working for P&G in New York and PNC Corp. in Philadelphia, Bill was Director of Leader Development & Group Life for the Willow Creek Church & Association where he created leadership strategies and events for over 10,000 leaders on 6 continents in over 30 countries.

See more articles by >


What say you? Leave a comment!

Recent Comments
comment_post_ID); ?> I am a senior citizen who has lived in many areas of the US, the farthest south being Virginia DC area. There are several church plants in the area--some failed, some doing well. One of the sadist failures was a plant in NW Washington near a large Presbyterian Church (I had been an elder in the church, so I knew the area) where changes in church doctrine was driving many away from the PCUSA churches. There were many mature Christians who lived in the area who were very willing to participate and give generously to the church. Its failure was a loss. The pastor and his wife lived in a VA suburb, wanted something that would appeal to their tastes, which included "praise music". There was a professional piano teacher and several people who had sung in choirs in the area. Their suggestions were completely ignored. Forget that there was joyous participation in singing hymns and silence by many for the praise music. The experienced church leaders that were attending were expected to seek the wisdom of the pastor who did not live in the area rather than have any role in leadership. There is another church plant in Northern Virginia that seems to be going the same way. My take: the pastors should get past their high-school and college days culture and get to know and appreciate the people of the community. Do not try to reproduce Intervarsity or Campus Crusade. Hymns are not a sin and "uneducated" (never graduated from college) should not be ignored as uninformed or stupid. People who have served in and/or live in the area are needed in leadership and not just to serve coffee and give. We all need to pray together and serve God in the community in which there is to be a plant. Glenna Hendricks
— Glenna Hendricks
comment_post_ID); ?> I like it Mac and do agree with your opinions on the matter. Thanks much
— winston
comment_post_ID); ?> In this era, we have the opportunity of professional church staff today who utilize their gifting to shape the image and atmosphere of the church organization. But the 100% real impact on the church visitors is genuine evidence of changed lives by the gospel and the active growing discipleship (just as it was in the first century church). One demonstration is financially rich believers ministering equally together with poor believers (how odd, and incredibly miraculous; all humble and bow at the foot of the cross.). It is the awesome contrast of church members vocations, race, gender, age, maturity, gifting, humility that demonstrates to visitors "there is a Spirit in the place". That first-time guest list of 10 are "physical excuses", not spiritual excuses. Those don't tell the story. The condition of facilities and publicly greeting people have zero to do with it. The power of God in and through believers lives dedicated to impact other people with their relationship bridge-building of acceptance of the lost around them. Empowered believers are infectious, loving, helpful, giving, self-less, dynamic, compelling, bold, Christ-filled. As I have been in many church settings domestically and internationally, the facilities can be poor, and yet the fellowship can still be rich. We need to operate with first church humility. People come to Christ on His terms, not on our human abilities of hospitality. A huge catastrophe in a community, disaster relief brings lots of people into churches – many come to the church in those terrible conditions no matter the physical condition of the local church. Off the condition of facility, and onto the condition of God's people (living stones).... and everything else will grow.... and the other physical issues will be corrected by the staff.
— Russ Wright

Clarity Process

Three effective ways to start moving toward clarity right now.