Organisational Culture is the most important cause of business failure 
Organisational Culture is the most important cause of business failure?
Not Tackling the Market: Good leadership tracks sound market opportunities, however pursuing the wrong market, or even following the right market improperly will lead to disaster. But also sizing a business too fast, too slow, or yet at worst not designing a scalable business correctly lacks leadership.
No Innovation: Remember, even Kodak was innovative, but have faltered from global competition. Leaders must create a culture of innovation or they will fall on the innovation sword. Innovation must be mission critical. As an example, textile maker, Milliken & Co., leveraged innovation to effectively compete. The strong bias for innovation by great leaders constantly recreates businesses and generates new opportunities. Leaders that are slow moving towards innovation will doomed the business.
Toxic Culture: Culture is important in business, whether it is a culture of working at Google, IBM, or at the Red Cross. It is up to leadership to recognize and “cut out” the individual or individuals that poisons a culture of a business. Nothing stifles productivity and creates conflict like a toxic culture. Hiring management or employees with different cultures must be examined to determine if issues will be developed.
Intro:
An organisational culture is the way in which the attitudes, behaviour of staff, approaches to decision making and the leadership style affects the business performance. The importance of a business's culture is within the long term and this will be recognised factor in business success (or lack of success.) Business failure refers to a company ceasing operations following its inability to make a profit or to bring in enough revenue to cover its expenses
Most important cause of failure:
How firms respond to changes in their external environment?
Kobak were not flexible in the changing trends - therefore had an opportunity cost by not moving into the digital world. This was
Not Tackling the Market: Good leadership tracks sound market opportunities, however pursuing the wrong market, or even following the right market improperly will lead to disaster. But also sizing a business too fast, too slow, or yet at worst not designing a scalable business correctly lacks leadership.
No Innovation: Remember, even Kodak was innovative, but have faltered from global competition. Leaders must create a culture of innovation or they will fall on the innovation sword. Innovation must be mission critical. As an example, textile maker, Milliken & Co., leveraged innovation to effectively compete. The strong bias for innovation by great leaders constantly recreates businesses and generates new opportunities. Leaders that are slow moving towards innovation will doomed the business.
Toxic Culture: Culture is important in business, whether it is a culture of working at Google, IBM, or at the Red Cross. It is up to leadership to recognize and “cut out” the individual or individuals that poisons a culture of a business. Nothing stifles productivity and creates conflict like a toxic culture. Hiring management or employees with different cultures must be examined to determine if issues will be developed.
Intro:
An organisational culture is the way in which the attitudes, behaviour of staff, approaches to decision making and the leadership style affects the business performance. The importance of a business's culture is within the long term and this will be recognised factor in business success (or lack of success.) Business failure refers to a company ceasing operations following its inability to make a profit or to bring in enough revenue to cover its expenses
Most important cause of failure:
How firms respond to changes in their external environment?
Kobak were not flexible in the changing trends - therefore had an opportunity cost by not moving into the digital world. This was