Hi bill -- "organizational design" refers to the roles, structure, standards, hierarchies, etc. of your organization. "Preparational process" refers to the day-to-day processes of your business including planning, budgeting, product development, sales, service, etc. -- and they very much have to do with emotion and culture. If you want a more innovative, risk-taking culture, then you might need to flatten your organizational structure and institute processes such as rapid-prototyping or regular hack-a-thons. It wasn't possible to discuss these in detail during the interview but I do flesh these out fully in my book. Hope this help clarify.
Doug, you'll probably not be surprised to hear I disagree that a "direct attempt" is not necessary -- but I don't disagree that leaders should focus on what matters and engage in management practices that support it. To me, that's part of deliberately aligning and integrating brand and culture.
You raise a great question, Nikki -- I do believe that employers should screen employees for alignment with their orgs' purpose and values. That doesn't mean that they have to become cult-ish, rather different employees will feel different degrees of passion and diversity of perspectives should be encouraged.
You are so right to point out the inertia built into most of today's organizational structures. That's why I emphasize adjusting organizational design and operational processes to cultivate the desired culture and align with the brand.
I agree about the importance of brand authenticity -- I also know it's unreasonable to expect all employees to not make mistakes, as the ones at SBUX did, so that's why it's critical that leaders take a proactive and personal approach to cultivating the desired culture and to taking responsibility and fixing problems when they occur, as I believe SBUX CEO Kevin Johnson did.
Hi everyone! Thanks so much for all the terrific comments. At the risk of sounding like a sales pitch, I would love to hear your feedback on my book. I'm eager to hear your thoughts on the ideas that I mention in the interview as I flesh them out in the book. I know I would learn a lot from your comments. Either way, I just want to say thanks again for participating in this discussion — and a special thank you to the folks who initiated it!
Thanks to everyone for all the great insights and comments -- and to Tom Ryan for getting the conversation started. It seems most of you advocate for a more balanced approach (holiday AND year-round) -- as do I, as I hope my article (not the headline makes clear.) It's funny -- I had originally entitled my piece "Stop the Holiday Shopping Season Madness," in an attempt to suggest that saner approach was needed. My HBR editor changed the headline to its current version "Why Retailers Should Retire Holiday Shopping Season" perhaps in part because she knew a more provocative headline would attract more readers! Thanks again. -- Denise