"My method isn't about dramatic overhauls or writing a "culture manifesto" on day one. It's a deliberate process of diagnosis, analysis, and modeling the behavior I want to see."
"When you're trying to shape an engineering culture at a company, you really need to understand how decisions are being made, who has the authority to make those decisions, which departments have influence, and how this information is communicated."
"By consistently modeling and rewarding these desired behaviors, you slowly shift the cultural norms. You make the "rewarded" behaviors the ones that lead to a healthier, more effective, and more resilient engineering organization. It's a patient, deliberate process."
Understanding organizational culture requires an anthropological approach of studying artifacts, behaviors, power dynamics, and decision-making processes. Culture operates on a spectrum with rewarded, punished, and accepted behaviors that reveal organizational norms. Effective culture change involves diagnosis and analysis before action, identifying who holds authority and how information flows. Rather than implementing mandates or manifestos, leaders shape culture by consistently modeling desired behaviors and rewarding them systematically. This patient, deliberate process gradually shifts norms toward healthier, more effective, and resilient engineering organizations. Culture functions as a multiplier demonstrated through behavior, making incremental shifts more sustainable than sudden transformations.
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