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Corporate strategy


DOES YOUR COMPANY’S CULTURE REINFORCE ITS STRATEGY AND PURPOSE?

Strategies for leaders to align all three.
by
 * Hubert Joly

by
 * Hubert Joly

June 10, 2022
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Summary.    Good strategy has traditionally been seen as the key to business
success. More recently, purpose has become an essential element of doing
business. But something else is missing: culture, or the essential elements of
how an organization and its employees...more
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Early in my career, strategy was seen as the key to business success. More
recently, purpose has become an essential element of doing business — the north
star and inspiration meant to orient all company activities. But there is often
a large gap between a company’s purpose and what its employees experience, and a
simple communication campaign about the great new company purpose won’t do much
good on its own.

So, what’s missing from this picture? We’ve all known for a long time that
besides purpose and strategy, something else is critical: culture, or the
essential elements of how an organization and its employees behave, as well as
its governing beliefs and principles. And yet, culture often receives less
attention than purpose and strategy.

As a business leader and as a student of other business leaders, I now believe
that a tight connection between purpose, strategy, and culture is critically
important, because culture plays such a powerful role in making purpose and
strategy come to life. I also believe that, as leaders, we can shape our
companies’ cultures faster and more profoundly than generally thought.


THE PURPOSE-STRATEGY-CULTURE TRIANGLE

What do successful companies like Microsoft, Netflix, Best Buy, and many others
have in common? Culture has been the fertile soil that has enabled both their
purpose and their strategy to come to life and drive extraordinary performance
at scale. In my experience, magic happens when purpose, strategy, and culture
are tightly connected and aligned, reinforcing each other. Why? Because
employees must be willing and able to unleash their individual and collective
human genius to support the company purpose and strategy, and this can only
happen in a culture perfectly aligned with both.

When Satya Nadella became CEO of Microsoft in 2014, for example, the company was
known for its aggressive, combative, and competitive culture. It was losing
ground, having missed key waves of technology innovation. Since then, the
company has gone through an amazing resurgence. Yes, Nadella and his team did
update the company’s purpose from putting a computer on every desk to
“empower[ing] every person and every organization on the planet to achieve
more.” But I believe that the major driver of the company’s amazing resurgence
has been the reinvention of the its culture in support of that purpose, which
implied addressing unmet, unarticulated needs. Central to that strategy was
moving from a dominant “know-it-all” culture seeped in a world domination and
zero-sum-game mentality to empathy and a growth mindset critical to a more open
culture.

Insight Center Collection


SETTING YOUR CORPORATE STRATEGY

Beyond a return to “normal.”

Conversely, poisonous cultures have been responsible for the downfall of
companies or their leaders. Hubris, for example, is directly related to energy
giant Enron’s web of fraud and financial misconduct, which led to the company’s
collapse in 2001. And in 2017, Uber’s co-founder and CEO Travis Kalanick was
forced to step down after it emerged that the ridesharing company, famous for
its “bro culture,” was rife with bullying, sexual harassment, and
discrimination.

I like to think of purpose, strategy, and culture as a triangle: Each angle
connects with and shapes the other two, and if one changes, the other two must
evolve and adjust to maintain balance and shape, or the triangle breaks and
falls apart.

Which angle you focus on first or at any given time depends entirely on
circumstances. As I was once told, trying to do everything well at all times is
a recipe for “heroic mediocrity.” When I became CEO of Best Buy in 2012, for
example, the company was in serious trouble. The priority was to act fast, fix
operations (meaning execute the existing strategy better), and create the
energy, hope, and all-hands-on-deck spirit that would enable us to save the
company together. This was not the time to ponder over an elegantly worded
company purpose or craft a new long-term strategy. The times called for
straightforward operational improvements, which helped reignite the company’s
culture around customers and frontline employees. A few years later, once we had
stabilized the business, we felt ready to move from survival to growth. This is
when we defined the company’s purpose to enrich lives through technology,
adjusted the strategy accordingly, and began reshaping the company’s culture to
make this purpose come to life.


A SINGULAR, SIMPLE, POWERFUL IDEA

I find that articulating a succinct formulation that encapsulates culture around
a singular, simple, and powerful idea that everyone can connect to makes it
easier to shape and spread the culture. Simplicity and emotional connection are
powerful because they fuel energy, focus, and action.

At Best Buy, we asked people who knew the company best to think about who we
were, as a collective, when at our very best. We also asked: if the company were
a person, how would it behave? “As an inspiring friend” was the answer. It came
from within organically and aligned beautifully with our purpose of “enriching
lives through technology by addressing key human needs.” It also captured how we
wanted to behave and who we wanted to be in every aspect of the business. Think
of a friend: someone who understands you and cares about you and what you need.
Someone who listens. Someone who connects with you on a very human level.
Someone who does their very best to help you when you need it. An inspiring
friend is someone who possesses the human qualities you most admire and aspire
to. This simple yet powerful concept helped transform how every Best Buy
employee related to not only each other, but also to customers, suppliers,
shareholders, and local communities. It guided our efforts to reshape our
business, our management systems, and the environment in which all of us
operated. In short, it crystalized our culture for every employee and made it
easier for our purpose and strategy to come to life.


THE LEADER AS ROLE MODEL

“The way you change behaviors is by changing behavior,” Russ Fradin, the lead
independent director at Best Buy when I was chairman and CEO, once told me.
Simple, isn’t it? Jokes aside, he meant that leaders clearly signal change and
shape the culture through their own behavior and actions. Role modeling starts
at the top. When I became CEO, for example, I spent my first few days working at
one of our stores in a small town near Minneapolis. I wore the same blue polo
shirt as our sales associates, with a badge that read “CEO in training.” I
observed, asked questions in the store and over a pizza dinner with local staff,
and listened. By doing so, I signaled the importance of listening to frontliners
to help fix what was broken. Besides setting the cultural tone, I also learned a
lot about what worked and what didn’t, which critically informed what we needed
to do to turn the business around, including matching Amazon prices, investing
in the online shopping experience, and reallocating the space in the stores to
accommodate faster-growing product categories.

Satya Nadella also illustrates the power of role modeling. After advising women
during a conference not to ask for a pay raise but instead have faith in the
system to close the gender pay equity gap resulted in backlash, he sent an email
to all Microsoft staff. “I answered that question completely wrong,” he wrote,
before saying women ought to get equal pay for equal work and should just ask
for a raise if they think they deserve one. He further highlighted that this was
a topic he had much to learn about, thereby beginning to shape the culture of
empathy and the growth mindset that was instrumental to Microsoft’s resurgence.
A few years later, Microsoft reached pay parity between women and men.

To be authentic, role modeling must reflect one’s own values. Leaders should
therefore not be shy about connecting their own personal purpose and beliefs
with the company purpose and culture they’re shaping. Leadership is less about
being the smartest person in the room, and more about creating the environment
that will enable the purpose and the strategy to come to life.


HOW TO SHAPE AN EFFECTIVE CULTURE

Changing a company’s culture requires more than role modeling, of course. In my
experience, there are three types of levers companies can use to profoundly
shape an effective culture: business levers, management levers, and “human
magic” levers.


BUSINESS LEVERS

“Operational progress creates strategic degrees of freedom,” including around
organic growth, partnership, or M&A activities, one board member told me when I
was CEO of Carlson Companies. In other words, improving operations influences
strategic choices. He was right of course, and he could have added that changes
in business operation shape a company culture, too.

When we focused on fixing customer pain points during the Best Buy turnaround,
we emphasized the importance of acting from the outside in and from the bottom
up. That made it clear that the future of the company depended on listening to
customers and making their lives better. Similarly, Best Buy’s successful
partnerships with suppliers like Apple, Microsoft, Samsung, Sony, and even
Amazon to create branded mini stores within our Best Buy outlets introduced a
more expansive perspective than a traditional zero-sum-game stance. And
acquiring technology companies that offered health services helped shift
employees’ view of Best Buy from an electronics retailer to a company enriching
customers’ lives through technology.


MANAGEMENT LEVERS

Key management processes directly impact culture as well. What kind of people do
you appoint to positions of power? What kind of people does your company
recruit? Does performance trump bad behavior? How are decisions made and by
whom? How does your company measure and reward success? What are key business
rhythms? How are meetings conducted? What kind of controls and compliance are in
place? All these structures, processes, and rules can shape culture.

At Netflix, for example, there is only one policy for travel, entertainment,
gifts, and other expenses: “Act in Netflix’s best interest.” That’s it. Also,
there are no company-wide rules on office hours or the number of vacation days
employees can take. These reflect the culture of “freedom with responsibility”
that CEO and cofounder Reed Hastings credits for the company’s radical
reinvention into a streaming and creative giant that seeks to entertain the
world. But this “no rules rules” approach goes hand in hand with other
management levers that shape culture, such as seeking to recruit only “stunning
colleagues” and rewarding adequate performance with a generous severance
package; providing a lot of context to facilitate decentralized decision making
(for example, by sharing information openly and broadly); and offering frequent,
honest, and constructive feedback.

Over my career, I’ve learned to start monthly performance management meetings by
talking about people and organizational issues, then the business and finally
financials. This may seem like a small change, but it reinforced a culture that
put employees at the center.


HUMAN MAGIC LEVERS

These are the essential and interconnected ingredients that, together, create an
environment in which people are eager and able to fully give their energy and
talent to serve the company purpose.

During my time at Best Buy and through research I conducted when writing The
Heart of Business, I’ve learned about the power of six ingredients: meaning,
human connections, autonomy, psychological safety, mastery, and a growth
mindset. How do you enable every employee to connect what drives them with their
work? How do you create an environment where employees experience genuine human
connections? How do you give employees enough autonomy to allow them to be their
best? How do you ensure employees feel safe to be who they are and express what
they think and feel? How do you enable learning and growth?

Articulating the company’s culture as a singular, simple, and yet powerful idea
makes it easier to answer all these questions and use all three levers with that
in mind. This is how the idea of being an inspiring friend shaped so many of our
decisions and actions at Best Buy, which all converged toward building a very
human culture that supported the company purpose and strategy. For example, Best
Buy decided to eliminate scripts for sales associates and instead encouraged
them to use their ears, their eyes, and their heart when interacting with
customers.


.  .  .

For a long time, I focused on strategy far more than purpose and culture. This
was a mistake. In a world that’s now particularly volatile, uncertain, and
complex, crafting and pursuing a top-down and linear strategy is rather
pointless. Who could have predicted the Covid pandemic? Or put together a
detailed strategy that could survive the consequences of the war in Ukraine?
What teams need is a guiding frame to be effective and energized when the
unexpected invariably happens. In a recent conversation I had with business
leaders struggling with the challenging state of the environment, we concluded
that being guided by our purpose and some key principles — a way to describe
culture — and then doing our best was going to work better than hoping we had a
clairvoyant strategy we could predictably execute.

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MORE FROM THE AUTHOR

 * THE HEART OF BUSINESS: LEADERSHIP PRINCIPLES FOR THE NEXT ERA OF CAPITALISM
   
   Book
   Buy Now

Read more on Corporate strategy or related topics Strategy execution and
Organizational culture
 * Hubert Joly is the former chairman and CEO of Best Buy, a senior lecturer at
   Harvard Business School, and the author, with Caroline Lambert, of The Heart
   of Business. He has been recognized as one of the top 100 CEOs in the world
   by Harvard Business Review, one of the top 30 CEOs in the world by Barron’s,
   and one of the top 10 CEOs in the U.S. by Glassdoor. Joly is now keen to add
   his voice and his energy to the necessary refoundation of business and
   capitalism around purpose and people.

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