In the 1980-90s a company’s culture was seen as an important element within the strategic planning framework.
Today however it’s seen as more tactical, not something to be lived, rather something to be planned and managed. Despite designed cultures rarely working, the subject of ‘Culture’ has become a low priority. In hindsight, this was a huge mistake.
Typically, an approach is adopted that best suits the company’s perceived needs i.e. develop a strategy that will keep you ahead of the completion and in favour with the customer base (assuming longevity is a desired outcome for the business).
This thinking only relies on a critical assumption; that your strategy cannot be copied, or achieved faster by your competition.
Is it sound business practice to develop a winning strategy totally reliant on innovation (acquisition, products, service and cost) in a time where technology is growing exponentially?
If one assumes everything can be copied, then differentiating yourself on the most difficult element to copy must become a critical success factor. Culture is extremely difficult to copy, it is even more difficult to achieve.