I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.
Watch the turtle. He only moves forward by sticking his neck out.
The thing I have learned at IBM is that culture is everything.
Lou Gerstner knows how to do a deal, and George Bush Sr., less so.
Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.
If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?