Page 229 - Executive Warfare

Culture

in diversity for decades, well before governments even spoke of the need
to seek equality in employment, advancement, and compensation.”
Shaped by its two most influential leaders, Thomas Watson, Sr., and
Thomas Watson, Jr., IBM’s culture was one of almost militaristic regi-
mentation coupled with a paternalistic concern for its people, who were
lifers. Everyone at IBM dressed alike in the corporate equivalent of the
Mao suit—white shirt, rep tie, wingtips, and dark blue suit. The organi-
zation spent a lot of time and effort developing the skills of its managers
and inculcating its values. It was a culture of excellence that said, if you
want to work with us, you have to join
up. If you want to buy from us, you have
to join up. WHETHER THE
If you want to buy from someone “CULTURE” OF
else? You are on your own. YOUR
This culture created an aura that only ORGANIZATION IS A
reinforced IBM’s dominance in the REAL WAY OF
computer business. Since IBM was so BEHAVING AND
clearly the gold standard, every IT offi- THINKING THAT
cer in the world felt safe buying IBM. BRINGS OUT THE
They all knew that if something went BEST IN PEOPLE OR
wrong, those impeccable IBMers would NOTHING MORE
work their tails off to fix it. THAN ORGANIZED
Whether the “culture”of your organ- HYPOCRISY, YOU
ization is a real way of behaving and MUST PAY
thinking that brings out the best in peo- ATTENTION TO
ple or nothing more than organized IT WHEN YOU
hypocrisy, you must pay attention to a MOVE INTO
few things when you move into senior MANAGEMENT.
management.
First, you must know the unwritten
rules of your organization’s culture so that you don’t break them unwit-
tingly.

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