 <h1>Congratulations! 🎉 </h1>
    <p style="color:#637381;">All done! You’ve completed another milestone.</p>

To continue, enter your details to log in.

We’ve sent a 6‑digit code to #MAIL_ADDRESS#\nPlease check your inbox or spam folder and enter the code below to continue.

Verification code sent

Thank you for the payment. You can now access {collectionName} by simply clicking the button below.

Yes, you’ve successfully ordered! 🎉

Unlock This Exclusive Course

It seems that your email address is not currently on the authorized access list. Please ensure you are using the email address that was invited, or contact the content owner for assistance.

Verification Required for Access

The Cultural School: Strategy as Collective Mind

Learning objectives

Culture Is Collective Cognition

Application and Case Study

Worked Example: 3M, Where Culture Is the Strategy

Practice: Run a Cultural Audit

Limitations and Advanced Perspectives

Where the Cultural Lens Falls Short

Expert Depth: Dominant Logic as Cage, and Where Advantage Really Lives

Go Further

Quiz

Knowledge Check: Collective Cognition and Culture

Knowledge Check: 3M's Innovation Culture

Knowledge Check: Executing the Cultural Audit

Knowledge Check: Dominant Logic and Strategic Blind Spots

Survey and Feedback

Completion

Post-Course Application and Experience Survey

Welcome to "The Cultural School: Shared Beliefs, Advantage, and Strategic Resistance. " In today's rapidly evolving business landscape, strategy is often viewed strictly through the lens of numbers, market positioning, and competitive analysis.

Welcome to "The Cultural School: Shared Beliefs, Advantage, and Strategic Resistance." In today's rapidly evolving business landscape, strategy is often viewed strictly through the lens of numbers, market positioning, and competitive analysis. However, one of the most powerful and frequently overlooked drivers of strategic success is organizational culture. This comprehensive course dives deep into the "Cultural School" of strategy, where strategy is understood not just as a top-down plan, but as a collective mind and shared cognition. Over the duration of this course, you will explore how shared beliefs shape decision-making, create unique competitive advantages, and sometimes act as a source of strategic resistance. We will examine real-world applications, including an in-depth case study of 3M, a company where culture truly is the strategy. You will also gain practical skills by learning how to run a cultural audit within your own organization. Furthermore, we will critically assess the limitations of the cultural lens, exploring concepts like "dominant logic" and how it can sometimes become a cage that blinds organizations to necessary change. Whether you are a business leader, a strategy consultant, or an HR professional, this course will equip you with the tools to harness culture as a formidable strategic asset.

 8 - The Cultural School: Shared Beliefs, Advantage, and Strategic Resistance

<div class="simple-box-wrapper">
    <div class="simple-box">
        <div class="column">
            <p>Often, meticulously planned strategic changes disintegrate upon implementation, not due to flawed market analysis, but because they collide with the invisible architecture of organizational culture. For practitioners and students dissecting the frameworks of <em>Strategy Safari</em>, this phenomenon highlights a critical gap in purely rational or design-based approaches to management. The Cultural School of strategy addresses this puzzle by positing that strategy formation is fundamentally a process of collective cognition. Rather than viewing strategy as the product of a single visionary leader or a sterile planning department, this perspective examines how shared beliefs, deeply ingrained values, and collective meaning-making dictate an organization's trajectory. Understanding this paradigm is essential for diagnosing why organizations naturally resist strategic shifts and how tacit, shared knowledge forms the bedrock of sustainable competitive advantage.</p>

<p>This course systematically unpacks the mechanics of culture as both a strategic driver and a potential cage. It begins by defining culture as collective cognition before moving into practical applications, utilizing 3M as a worked example of an enterprise where culture itself operates as the primary strategy. From there, the curriculum transitions from theory to execution, providing the analytical tools necessary to conduct a rigorous cultural audit within any organization. Finally, the material critically examines the limitations of the Cultural School, exploring how a firm's "dominant logic" can calcify into strategic blind spots that prevent necessary adaptation. By navigating these concepts, strategists will develop the capacity to evaluate both the stabilizing benefits and the inherent inertia generated by an organization's shared beliefs.</p>
        </div>
    </div>
</div>
