Praise for Leading Culture Change in Global Organizations
“A milestone in the culture studies arena.”
—Edgar H. Schein, professor emeritus, Massachusetts Institute of Technology
“A page-turner for senior executives that embrace change.”
—Cees 't Hart, CEO, FrieslandCampina
“Denison and his colleagues provide the definitive guide for guiding cultural change during these weird and often vexing times. Leading Culture Change in Global Organizations grabs you with compelling cases, helps you with fact-based and useful advice, and is the rare business book that is a joy to read.”
—Robert I. Sutton, professor, Stanford University; author of The New York Times bestseller Good Boss, Bad Boss
“I believe ‘what gets measured gets done.’ The tools and metrics provided by Denison help organizations track their progress and performance in the all-important area of culture. All organizations have a culture, but sadly, many have a culture that doesn't lead to consistent high performance. Leading Culture Change in Global Organizations will provide you with a roadmap for creating and maintaining a culture that will provide you with a true competitive advantage. I recommend this book, and the Denison Team, as valuable resources to help you lead more effectively and create a stronger, more results-oriented culture within your organization.”
—David A. Brandon, athletic director, University of Michigan; chairman, Domino's Pizza
“Through the real-world examples in Leading Culture Change in Global Organizations, the authors bring to life the criticality of culture in global organizations, while providing leaders with an important tool for measuring and transforming it.”
—Nancy Dearman, CEO, Kotter International
“The Denison Culture Survey was a pivotal marker in the journey to get our organization focusing more on customers and thinking clearly about our strategy. There's immense power in reflecting on the collective wisdom of the entire team.”
—Mike Pulick, president, international, W.W. Grainger, Inc.
“The Marriott culture is integral to our ability to endure and adapt, and to preserve and innovate. This always requires our leaders to rely on the collective wisdom they have developed over the years, and to apply that to the future. The Denison model and method, described so well in this book, helps our leaders to understand the challenges that they face, and helps them to hone in on the key issues and actions that reinforce our culture and help prepare our organization for the future.”
—Tim Tobin, vice president, global learning and development, Marriott
“Mastering the levers needed to shape the culture of a global organization is a key task of successful leaders. In line with IMD's vision to support developing global leaders, I highly recommend this valuable book to senior business executives.”
—Peter Wuffli, chairman, IMD Foundation Board; former CEO, United Bank of Switzerland
“The beauty of the Denison Culture Model is its simplicity. By remembering that ‘more color is better,’ you're able to quickly identify your strengths, as well as the areas for improvement to drive action. Most importantly, the model enables dialogue amongst key stakeholders to drive change with a focus on results.”
—Robert J. Stuart, senior vice president, global sales and marketing, The Hertz Corporation
“Creating one common culture adjusted to the business portfolio and goals is essential for every company. This book provides many valuable insights to create one overall culture as a competitive advantage.”
—Feike Sijbesma, CEO, Royal DSM
“There is hope after all. There is a clear path to growing a strong culture that delivers for customers, staff, shareholders, and the organization. This book is a must-read for any leader that grapples with the scale, pace, and complexity of business today. Keep this book beside you!”
—Phil Morley, chief executive, Hull and East Yorkshire Hospitals, NHS, UK
“In the past, Denison and his colleagues have been pioneers in showing us how culture influences business performance. In this new book, they introduce a new perspective based on rituals, habits, and routines that shows us how to access the tacit organizational knowledge that is the foundation of an organization's culture. If you need to know how to articulate and change the culture of an organization, this book can give you the answer.”
—Ikujiro Nonaka, Hitotsubashi University, Tokyo, Japan