Do You Think that All Sub/Counter Cultures Have a Right to Exist?

Many cultures from historical experience have their own submission rules. In my opinion, I hope all good culture exists and many people want to consider culture as organization, but that is good and not a waste. In today's modern society, culture is a waste of time, I think that it is perfectly understandable. Today's technology is likely to create miracles. Compared with 50 years ago, culture does not produce such big differences, so it really will result in a state of society.

Okay - Everyone has culture - The simplest definition is "How do you do here?" But what is noticed within the organization is that culture is dispersed. In other words, there is a subgroup with its own subculture, not a unified approach by people within the organization. Another company I work for, start-up companies, mainly sales, marketing and operations staff, they like to stay with other people on a regular basis. They prefer an open floor plan and the noise associated with it. When exciting things happen, such as finishing new transactions, everyone may ring. Then technical team

Contrary to the general cultural concept, this structure has brought about the spread of three different cultures. This is somewhat contrary to the general way of thinking, as culture is coming from the structure and not the other way round. This also means that we do not have a single corporate culture, but need to maintain multiple corporate cultures. The basic elements were explained in Figure 43. Finally, PST is the structure I will use for important effects in rare cases. This is the code "It might just be lucky". But during the past 10 years I have never seen anything close to it. There will be better ones - of course. However, if you do not imitate the evolution of the communication mechanism (eg via a theft mechanism), if you want to reference Conway's law, you will never deal with evolution outside the organization Let's see.

The inconvenience is that big companies are not the beginning of a single culture. The organization has various subcultures. Sales and marketing may have its own business culture. The Tokyo office may have a unique culture of the Barcelona office. When executing a cultural change program at an enterprise, it rarely moves from A to B. Speed ​​can be achieved by planting new cultures in pods of different cultural disciplines and drawing real cultural boundaries. There are many moving parts. As with the Galapagos Islands it is essential to protect these new cultures from the protection of the larger organizations of each subculture. The new culture needs to have the opportunity to go beyond the old culture, and, as the breeder knows, this is the design process