What's in your Petri dish? In light of recent articles about both Amazon and Zappos' corporate cultures (remember Amazon owns Zappos, but both in some lights are seen as diametrically opposed on the culture scale), I'm going to weigh in, too. Culture means something to me...deeply it does. However, in my pursuit of capturing this elusive "thing" I get distracted by it's misinterpretation and false synonyms.
First, culture isn't always kind. Culture isn't always good. A good corporate culture is NOT contingent upon the existence of a foosball machine. Culture is also very much NOT fluff. In fact I think it's the most important lever/influencer in human dynamics. My definition of culture is the collection of behaviors a group espouses as the most productive to the attainment of a particular goal. Said, more plainly, 'we act this way to get to that.' Amazonian cultures be they in the Amazon or Seattle create cultures in pursuit of survival be it in rain-forests or global marketplaces. Some work really well some do not. Many, suffer seismic changes brought on by both growth and egos (in my experience). These can be managed.
I'm not going to judge Amazon on it's culture despite to say that it seems to be working in that the corporate goals of moving fast and innovating are all there. However, Mr. Bezo's comments in response to Sunday's NYTimes article, that he wasn't sure that the depiction of his company was the Amazon of his mind's eye, makes me think that some re-engineering is afoot. I say this because, culture is created (and most affected) by the person with the firmest grasp on its lever. Usually this is the CEO and executive team. Perhaps the village elder in other scenarios. So, expect Amazon's culture to continue to meander like a river to the sea.
I worked at Abercrombie & Fitch for some time during Mike Jeffries' last decade, and noticed a culture there that many externally considered too harsh, too cool, too intense, too exclusive. I can say that it worked. The culture Mike Jefferies created there was amazing. It wasn't for everyone. It wasn't necessarily kind. The thing is, it worked. A&F was able to go from the fashion dust bin to the most prolific global retailer through it's culture alone. Yes, there were fissures and cracks along the way that have led to it's current dilemma, but A&F will rise again once someone realizes how to re-animate that dynamic culture.
This brings me to purpose based work. Bezos has a purpose. Mike Jefferies had a purpose. Both had clear visionary goals and were savvy enough to enlist thousands in pursuit of the same purpose. When purposes are created (and they're big and hairy and seemingly unrealistic...see Jim Collins) and evangelized by charismatic leaders, a strong culture, in pursuit of that purpose may soon follow. They're not all bad (some are for sure), but many are just a group of ideas (like bacteria) trying to form into something bigger, trying to survive.
Please let me know your thoughts as I love learning more about culture and how it will one day reside among finance, marketing, economics and strategy as core MBA classes!
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