Does your work culture really need "fixing"?

New ways of business emphasize the importance of creating the “right” work environment. However, experts say culture isn’t something to be fixed; rather, it is achieved through implementing new processes to combat other challenges like outdated strategies or less-than-stellar business models.

In an April 2016 article in Harvard Business Review, business leaders in various industries explain how corporate transformation and better internal efforts led to the byproduct of culture change.

Among these is former Ford CEO Alan Mulally, who joined the company in 2006 and faced harsh obstacles, including sequestered units that made different vehicles, targeted different markets, and existed independently of one another.

He later implemented One Ford, an initiative used to eliminate waste and improve communication between upper management, executives, and Ford employees. This also allowed Ford to easily identify low-sellers, which made more room to focus on the production of compact, energy-efficient models.

Novartis CEO Dan Vasella followed a similar route. By streamlining operations and establishing key objectives, the company shifted from a business rooted in prescription drugs to a healthcare products portfolio.

“[The chief goal was] to discover, develop, and bring to patients better medicines again and again,” Vasella told HBR. “First you have to deliver to your customers what they hope for, and then you can ask for a return for what you deliver.”

For more examples of how changing processes can drive cultural change, read more at!

Want to know how MAGNET can improve your operations? Call Linda Barita at 216.600.1022 or email

MAGNET is a part of Ohio MEP, part of the NIST-MEP program.

Posted by Liz Fox in Culture

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