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be. Only the chairman feels that he is free to take action. Even
the chairman needs about fifteen years to fight his case at every
level of the chain of communication. No chairman has ever been
appointed who is younger than fifty-five or has retired later
than his sixtieth birthday. Gentlemen, you have a problem.”)
n Does the company have a traditional, bureaucratic structure
designed for more stable times?
n Have the “let my people go” empowerment gurus had a field day?
– Do people complain that they do not know what is expected of
them?
n Is the company perceived to be more interested in products than in
people?
n Can competition move faster and more effectively than you can?

It is quite impossible to define the right culture for any company without
knowing a great deal about its people, technology, customers and other
stakeholders, but in general, a healthy culture is one that produces a com-
pany that:

n Is confident and relaxed.
n Has consistently high morale.
n Is able to attract and retain the best people in its industry.
n Has customers and prospective employees beating a path to its

doors unbidden.
n Is responsive to customer need and wants.
n Is generally ahead of its competition.
n Knows global best practice and looks for ways to be better than the

best rather than a follower of fashion.
n Is autonomous, calling on consultants and the like only in

exceptional circumstances.
n Develops its people for a role in a well-defined future.
n Has the image that it wants in the eyes of all stakeholders.

Summary

I The determinants of culture are subtle and complex, but the
I outcomes of culture are very simple. Culture is the way things are
I done around here. If generally people are doing the right things in
I the right way at the right time you have the culture that you
I need.

72 Key management questions