"Culture eats strategy for breakfast. We've all heard this misattributed Peter Drucker quote and instinctively understand the disproportionate influence culture can have on an organization's business. However, if you asked five people to define organizational culture, you'd likely get 55 different answers. Chief among them would be something along the lines of "organizational culture is how we do things around here," the behaviors and norms that make up how a company engages in the collective production of work."
"According to Émile Durkheim, one of the founding fathers of sociology, culture is a system of conventions and expectations that demarcate who we are and govern what people like us do. It's a social operating system by which we collectively see the world and, subsequently, behave in it . . . together. What we wear, how we talk, what we do-they're all byproducts of our cultural subscription."
Culture exerts disproportionate influence on organizational outcomes and frequently overtakes formal strategy. Definitions of organizational culture vary widely, but a common shorthand is "how we do things around here," describing behaviors and norms that guide collective work. Émile Durkheim characterized culture as a system of conventions and expectations that demarcate identity and govern group behavior. Organizational culture functions as a shared social operating system that shapes how members perceive the world and coordinate action. Visible elements like dress, speech, and routines stem from deeper cultural subscriptions and canalize how employees act together to get work done.
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