When a company's culture is out of sync with what is needed for strategic success and good strategy execution
A. company personnel need to cling to familiar practices, be wary of change, and blame top management for any shortfalls in performance.
B. management needs to go on the offensive to reinterpret the culture and explain to company personnel why there really is good overall cultural fit with the strategy.
C. management must sanction any company personnel who refuse to participate in an all-out effort to create a different portfolio of competencies and capabilities that will permit the strategy to be changed in ways that will fit the culture.
D. the strategy has to be changed as rapidly as possible to regain harmony with cultural norms.
E. any unhealthy or dysfunctional cultural traits must be changed as fast as possible and management needs to be aggressively striving to ingrain new behaviors and work practices that will enable first-rate strategy execution.
Answer: E
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