William E. Schneider

All these [people] problems have to do with people separating from one another: in silos, by disengaging, by thinking they understand when they don’t. When leaders believe everybody is clear about the direction of their enterprise, but employees perform in a way that doesn’t fit that direction, leaders and employees are separated. When people blame one another for mistakes, they create separation. These separations, or … [ Read more ]

William E. Schneider

Culture means how we hire, structure, deploy, compensate, and develop our employees to deliver on our customer promise. It establishes and underpins a company’s: structure, membership criteria, conditions for judging effective performance, communication patterns, expectations and priorities, the nature of reward and compensation, the nature and use of power, decision-making practices, and teaming practices (among others). It is about our community of employees. It is … [ Read more ]

William E. Schneider

Profit and non-profit enterprises are living people systems. Embracing this belief (and its implications) will significantly change your leadership for the better. Customers, employees, and leaders are not commodities and they are not separate from one another. They are different, but they are not separate. If you take away any one of the three—customers, employees, or leaders—you don’t have an enterprise! […] The promise that … [ Read more ]

William E. Schneider

Every kind of for-profit and/or not-for-profit enterprise falls into one of four categories determined by (and named after) their customer promise: the predictable and dependable enterprise delivering consistent, reliable, and dependable products or services; the best-in-class enterprise delivering one-of-a-kind and distinctive products or services; the customized enterprise delivering a unique solution to each customer; or the enrichment enterprise promising fulfillment and the realization of higher-level … [ Read more ]

Your Enterprise as Living System: Success Starts with Knowing the Kind of Business You’re Really In

Every kind of for-profit and/or not-for-profit enterprise falls into one of four categories determined by (and named after) their customer promise: the predictable and dependable enterprise delivering consistent, reliable, and dependable products or services; the best-in-class enterprise delivering one-of-a-kind and distinctive products or services; the customized enterprise delivering a unique solution to each customer; or the enrichment enterprise promising fulfillment and the realization of higher-level … [ Read more ]

Why Good Management Ideas Fail – The Neglected Power of Organizational Culture

Why do some management ideas take root and remain viable and others wither and die? This article offers four fundamental reasons:
– All organizations are, fundamentally, living social organisms;
– Organizational culture is more powerful than anything else;
– System-focused interventions work; component-centered interventions usually do not;
– Interventions clearly tied to business strategy work; interventions not … [ Read more ]