While most executives recognize the importance of organizational culture, common misconceptions cause many leaders to shy away from tackling it directly.

It takes a generation to change an organization's culture.

WRONG. With the approach outlined in this monograph, an organization's culture can be changed dramatically in less than a year, with early results noticeable by your internal customers in a matter of months.

Culture is amorphous; there's no way to change it directly.

WRONG. Culture can be explicitly designed by a leadership team. This monograph explains the process.

The way to change culture is by preaching a set of core values.

WRONG. As popular as it's been in recent years, the values-based approach has proven ineffective. This monograph explains why, and describes a more practical alternative.

Culture has to be addressed at the corporate level; there's nothing I can do within my department.

WRONG. While every corporation has an overriding culture, each department within it has a sub-culture. Department leaders have both the right and the responsibility to ensure that their sub-culture is effective for their organization's mission.

This monograph defines organizational culture, demonstrates its importance, introduces the specific themes within a comprehensive framework, and overviews a practical process for driving cultural change quickly.