I do agree with the consistency thing. One bad culture failure mode is a case where one or two senior executives run amok enforcing their view of culture, while the CEO fails to enforce consistency and a bunch of other executives, directors, etc., just try to “stay out of it” and remain culturally neutral (which isn’t really possible).
I saw this in one company where it was the CTO running amok with an aggressive culture of yelling in meetings, slamming doors, and emphasizing arbitrary deadlines.
I saw it in another org where it was the CPO instead, trying to install Dilberty consultant snake oil with constant reorgs and zero accountability for product managers.
I saw this in one company where it was the CTO running amok with an aggressive culture of yelling in meetings, slamming doors, and emphasizing arbitrary deadlines.
I saw it in another org where it was the CPO instead, trying to install Dilberty consultant snake oil with constant reorgs and zero accountability for product managers.