The document discusses the relationship between strategy adoption and organizational culture. It makes three key points: 1) For a strategy to be successfully implemented, the culture of the organization must generate a model of behavior that corresponds to the required changes from the strategy. Culture influences how individuals within the organization behave and adapt. 2) Individuals relate their personal identity and self-worth to the meanings derived from the strategy. For a strategy to be invested in and adopted, members of the culture need to see how pursuing the strategy's goals can foster their desired identity. 3) There is an assessment and alignment process where stakeholders evaluate how the strategy presents opportunities that supply their personal aspirations and demands, while not exceeding their risk tolerance

1. Prosecuting Strategy
The Culture of Adopting Change

2. Strategy Adoption demands a Change towards the Future.
No strategy goes “into effect” until
necessarily involved actors take
accountable responsibility for it.
Culture must generate an
Organization corresponding to
required Change.

3. CULTURE as environment ORGANIZATION as agent
System of Values Model of Behavior
Value-driven behavior Adaptation
CHANGE
&
Controls
RISK
&
Support
versus versus
Circumstances Priorities
Culture itself may need to change in order to generate a strategically effective Organization.
Constraining
©2018 Malcolm Ryder / Archestra Research

4. Individuals create the Organization from Culture.
In the campaign for change,
Strategy re-models the organization;
Culture re-implements the model.

5. All Organizations are inherently “open” operations until formally closed.
Variables of the
organization model:
COMPETENCY (WHAT) COHERENCE (WHO/WHEN/WHERE)
PURPOSE (WHY) Effect ( of Capability) Functionality (of Scope)
PROCESS (HOW) Impact ( of Influence) Responsibility ( of Role)
Individuals agree on a reason to operate together.
Operation is a set of expected interactions.
With or without agreement, an individual takes on
(i.e., “assumes”) a certain “presence” or profile
of behavior in interactions
An open org dynamically implements its model in real time; a closed org statically implements the model.
©2018 Malcolm Ryder / Archestra Research

6. HOWEVER…

7. ValueDistinction Importance
The Link Between Strategy And Culture Is MEANING.
Meaning is the Value of the Strategy
The Goal Of The Strategy The Importance Of The Distinction
In The Context that is Given
The Reinforcement Of The Culture
Based on Meaning,
Culture Invests in Strategy.

8. Culture Invests in Strategy.
As investors, members of the culture need
to know why the strategy will foster a
desirable comparison of who they want to
be versus who they already are.

9. ValueDistinction Importance
Context Self-worth
The Work Needs Me To Be
The Way I Want To Be
The Way I Can Be The Way I AM
The Work that
The Purpose Needs
Why The Goal Matters
The Goal Of The Strategy The Importance Of The Distinction
In The Context Given
The Reinforcement Of The Culture
Relevance
The Self-Worth in the Purpose
As Relevance
The Ambition in the Requirement
as An Opportunity
Ambition
Purpose
Requirements
How I Am Recognized
Strategy both dictates and implies meanings.
©2018MalcolmRyder/ArchestraResearch

10. Individuals relate to Meaning.
From within the culture,
individuals perceive a possible relationship
between how they feel about themselves
and how they feel about the strategy.

11. The Way I AM
ValueDistinction Importance
Context Self-worth
Culture hosts and generates the personal energy
that goes into making the strategy usable
Why The Goal Matters
The Goal Of The Strategy The Importance Of The Distinction
In The Context Given
The Reinforcement Of The Culture
Relevance
Opportunity
The Self-Worth in the Purpose
As Relevance
The Ambition in the Requirement
as An Opportunity
Ambition
Purpose
Requirements
(work)
(motive)
(commitment)
The Work Needs Me To Be
The Way I Want To Be
The Work that
The Purpose Needs
How I Am Recognized
The Way I Can Be
©2018MalcolmRyder/ArchestraResearch

12. The Way I Can Be The Way I AM
Meaning = ValueDistinction Importance
Context Self-worth
Based on Meaning, Culture Invests in Strategy.
Why The Goal Matters
The Goal Of The Strategy The Importance Of The Distinction
In The Context Given
The Reinforcement Of The Culture
Relevance
Opportunity
Self-Worth As the
Relevance Of the Purpose
The Ambition in the Requirement
as An Opportunity
Ambition
Purpose
Requirements
The Work Needs Me To Be
The Way I Want To Be
The Work that
The Purpose Needs
How I Am Recognized
©2018MalcolmRyder/ArchestraResearch

13. Adopting Strategy as
Personal Responsibility

14. What the
Strategy
Presents
Identity
(Predisposition)
Personal
Resource
(invested)
Purpose Self-worth Commitment
Requirement Ambition Motive
The Way I Can
Be
The Way I Am Work
THE CULTURAL ASSESSMENT OF THE STRATEGY
Available
from Person:
Offered To
Person:
Strategy and Culture must Align at the Personal Level
©2018 Malcolm Ryder / Archestra Research

15. Measuring the Strategy

16. What the
Strategy
Presents
Identity
(Predisposition)
Prerequisites Personal
Resource
(invested)
Purpose Self-worth Belief Commitment
Requirements Ambition Belonging Motive
The Way I Can
Be
The Way I Am Compatibility Work
THE PERSONAL MEASURE OF THE STRATEGY
Only if:
Offered
To:
Supports
Personal
Aspirations
Personal
Risk Factors
versus
©2018 Malcolm Ryder / Archestra Research

17. Strategy’s Value

18. What the
Strategy
Presents
Proposed
conditions
Prerequisites Personal
Resource
(investment)
Purpose Context Belief Commitment
Requirements Relevance Belonging Motive
The Way I Can
Be
Opportunity Compatibility Work
THE EVALUATION OF THE PROSPECTS
Supplies: Of: Demands:
Strategy’s
Success Factors
Personal
Risk Factors
versus
©2018 Malcolm Ryder / Archestra Research

19. Stakeholder Alignment

20. STAKE Identity
(Predisposition)
Alignment Personal
Resource
(investment)
Self-worth Belief Commitment
Ambition Belonging Motive
The Way I Am Compatibility Work
SERVICE
MISSION
THE TERMS OF AGREEMENT
Weighed against
Delivered
through
Qualitative “Gates”
(prerequisites)
Attractors
(presence)
©2018 Malcolm Ryder / Archestra Research

21. Personal Profiles
vs. Strategy Adoption

22. STAKE Identity
(Predisposition)
Least
Presence
(influence)
Most
Presence
(influence)
Personal
Resource
(invested)
Self-worth Redundant Heroic Commitment
Ambition Complacent Dynamic Motive
The Way I Am Anonymous Autonomous Work
SERVICE
MISSION
Behaviors brought into interactions predispose perceived value.
Weighed
against
Delivered
in
Range of behaviorsAttractors “Capital”
©2018 Malcolm Ryder / Archestra Research

23. Strategy Adoption Process

24. STAKE What the
Strategy
Presents:
Identity
(Predisposition)
Perceived
Reference
Alignment Personal
Resource
(invested)
Purpose Self-worth Context Belief Commitment
Requirements Ambition Relevance Belonging Motive
The Way I
Can Be
The Way I Am Opportunity Compatibility Work
SERVICE
MISSION
THE CULTURAL ASSESSMENT OF THE STRATEGY
The “Pitch”Attractors “Capital”The “Offer”
The Gap
©2018 Malcolm Ryder / Archestra Research

25. Archestra notebooks compile and organize decades of in-the-field empirical findings. The notes offer explanations of why things
are included, excluded, or can happen in certain ways or to certain effects. The descriptions are determined mainly from the
perspective of strategy and architecture. They comment on, and navigate between, the motives and potentials that predetermine
the decisions and shapes of activity as discussed in the notes. As ongoing research, all notebooks are subject to change.
©2018 Malcolm Ryder / Archestra Research
©2018 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com