Context, Conditions, and Culture

Consider geographic region, industry, strategy, leadership, and organizational design. by Boris Groysberg, Jeremiah Lee, Jesse Price and J. Yo-Jud Cheng

From the Magazine (January–February 2018)

Summary.

Context matters when assessing a culture’s strategic effectiveness. Leaders must simultaneously consider culture styles and key organizational and market conditions if they want their culture to help drive performance. Region and industry are among the most germane external factors to keep in mind; critical internal considerations include alignment with strategy, leadership, and organizational design.

Read more on Business management or related topics Organizational culture and Change management

A version of this article appeared in the January–February 2018 issue of Harvard Business Review.

Boris Groysberg is a professor of business administration in the Organizational Behavior unit at Harvard Business School and a faculty affiliate at the school’s Race, Gender & Equity Initiative. He is the coauthor, with Colleen Ammerman, of Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work (Harvard Business Review Press, 2021).

@bgroysberg

Jeremiah Lee leads a people and organizational analytics unit at Oliver Wyman. Formerly at Spencer Stuart, he and Jesse Price are cofounders of two culture-related businesses.

Jesse Price leads a people and organizational analytics at Oliver Wyman. Formerly at Spencer Stuart, he and Jeremiah Lee are cofounders of two culture-related businesses.

J. Yo-Jud Cheng is an assistant professor of business administration in the Strategy, Ethics and Entrepreneurship area at the University of Virginia Darden School of Business.

Read more on Business management or related topics Organizational culture and Change management

Context, Conditions, and Culture

Summary.

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