Speaker 1: Our book begins by laying out the case for why the culture of an organization is an important part of the business strategy. The order exists in any human organization because a system of values and beliefs held by the members of that organization sets limits on what those members can do. Yes, there's formal organization and formal structure, no question, those are extremely important, but the culture is the glue that holds the organization together. The soft side of the organization has an important impact on business performance. That's been the topic of our research for many years, on how to understand the impact that the culture of the organization has on the performance of the business. This research led us to develop a model that emphasized four factors that are closely related to business performance. The four key cultural traits of an effective organization are mission, adaptability, involvement, and consistency. Our model's based around these four traits. Mission defines where we're going. Is there a strategy, a vision, a set of goals and objectives? Adaptability tells us how we're doing at translating the demands of the business environment into action. Focusing on the customer, creating change, and learning as an organization are the key elements of adaptability. The third factor is involvement. Are your people aligned and engaged? Are they empowered, working well as teams, and developing their capability? The fourth trait is consistency. Are there a set of core values at the foundation of the organization? Can you reach agreement, and is the system well-coordinated and integrated? These four traits are used to create an assessment of the culture of effective organizations. All of the case studies in this book were tracked over a number of years using this culture assessment. The cases are used to address six key themes that are critically important in building an effective culture. Our first case focuses in on the critical importance of supporting the front line. Domino's Pizza is the company we examined for this chapter. Next comes strategic alignment. Deutsche Tech, a German technology company, and Swiss Re are the companies we examined to try to understand the process of creating strategic alignment across levels. Global integration and cross-border mergers and acquisitions is the topic of the next chapter. How do you create one culture out of many? This chapter examines a bank called Polar Bank in Scandinavia. Exporting culture change across national boundaries is the topic of the next chapter. This focuses on GT Automotive and how a successful transformation in North America was transferred to an equally successful transformation in Europe. The final two chapters focus in on the dynamics of emerging markets. The first one, on GE Healthcare in China, looks at the process of building a global business in an emerging market. The second chapter, focused on Brazilian mining company Vale, looks at the process of building a global business from an emerging market. And our book ends with a chapter that summarizes the critical importance of rituals, habits, and routines to the process of leading culture change in global organizations.