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I dont know where you heard that from.. certainly not anyone with a background in management.

There are companies that have wildly different cultures.. Google vs Walmart for example.

Culture creation/management is taught in business school... the culture the management creates is there to serve the purpose of the organization. In other words, Google tries to create a culture that encourages innovation.. versus Walmart's culture of ringing every last penny of costs out (which is done through strict adherence to rules and procedures). It is not possible to operate Walmart with Google's culture. The company would be bankrupt tomorrow.

There's a post a bit higher up with "you can't operate a business designed to evade regulation without that attitude eventually permeating its entire corporate culture"... and that is absolutely true. It's impossible for management to hire and encourage people to break rules, and then say their own rules are sacrosanct.



You really can't compare companies in different industries. Most Google employees are "knowledge" workers with some barrier to replacement. Most Walmart employees are performing mundane service work that is largely replaceable with any other person.


Well no, you're forgetting there's a very big Walmart 'Head Office' that would have its own culture.


Walmart Labs is likely a subculture within what you describe.

If I had to guess, unlike their masters they probably find adorning their office walls in the stuffed trophies of union-organizing retail employees to simply be poor taste.


Ok sure.. Costco v sams club; uber v lyft


> Culture creation/management is taught in business school

Creation/management and being taught aren't exactly the same. I think you mean "there are ways to manage well".


>I dont know where you heard that from.. certainly not anyone with a background in management.

Yeah, because they'd probably be saying things like this:

>Culture creation/management is taught in business school... the culture the management creates is there to serve the purpose of the organization.

Distilling culture creation into a taught subject is antithetical to the genuine nature required by the act itself.


lets assume that's true.. executives are employees, and they report to the board. Are you saying the board can't hire executives that genuinely reflect the culture the organization wants to build/maintain?




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