The Culture Cycle:  How to Shape the Unseen Force That Transforms Performance

James   Heskett

Book | 2012

The Culture Cycle: How to Shape the Unseen Force That Transforms Performance

Abstract

The contribution of culture to organizational performance is both substantial and quantifiable. This book presents the results of field research that demonstrates how an effective culture can account for up to half of the differential in performance between organizations in the same business. The book describes a conceptual framework, "the culture cycle," for managing culture that comprises setting and meeting expectations; establishing trust, engagement, and ownership among employees and customers that makes possible the successful implementation of policies and practices; as a result, creating a learning and innovative organization; and tracking results in terms of the "four Rs" of retention, referrals, returns to labor, and relationships with customers. It shows "the culture cycle" at work in practice based on data collected for the study.

Keywords: Customer Focus and Relationships; Learning; Framework; Policy; Retention; Books; Data and Data Sets; Innovation and Invention; Management Practices and Processes; Organizational Culture; Performance Expectations; Research;

Format: Print

Find at Harvard Purchase

Citation:

Heskett, James. The Culture Cycle: How to Shape the Unseen Force That Transforms Performance. Upper Saddle River, NJ: FT Press, 2012.

Montes Calçados (MC) is a well-known "fast-fashion" Brazilian manufacturer of casual, but fashionable, shoes for women aged 18–35 in major cities worldwide. To boost its declining revenues, MC must evaluate two growth options: whether to expand distribution online (at the risk of diluting the brand by attracting older customers) and whether to increase the frequency of introducing new styles (at the risk of more fashion "misses"). Altogether, Montes Calçados might need to rethink the "Brazilian" positioning of its brand. The case is suitable for strategy and general management courses because it raises questions about a company's basic direction and business definition as well as the management of complex issues associated with doing business worldwide. Because this case suggests the overlap of key marketing decisions with strategic questions, it can also be used in both required and elective marketing courses, especially for topics on distribution of consumer products and brand management. This case can be used in advanced undergraduate, MBA, or executive-level courses.

Faculty & Research

The Culture Cycle: How to Shape the Unseen Force That Transforms Performance

Abstract

Citation:

About the Author

More from the Author