Business Culture in the Incorporation of a New Executive

Abstract

Today there are any number of research articles and books for executives that reflect on the importance of culture within companies. However, there are not so many that focus on how this culture affects the process when an executive is starting a new job. Experience tells us that trying to change the culture is no easy task, nor is it free of risk. It also shows us that, by using the right tools, culture can become an effective weapon to help the executive take control of the organization as quickly as possible.

During the first 90 days in a given company, department or team (Watkins, 2003), one of the most pressing actions is taking stock of the culture, discovering its specific features and assessing the real potential for change. Even though culture is usually considered an abstract concept, it can be harnessed to push for improvements within the organization and to align employees with the company’s strategy. The following pages provide a review of what business culture is, how it shapes companies and individuals, and how to deal with changes if they are needed. This background is then used to explore the case of Google and to offer a list of questions to help executives beginning a new job manage the new culture effectively.

Keywords: Corporate Culture, Organizational Behaviour, Human Resources, Change

JEL Classification: O15, M12, M14