Fundamentals

Seventy percent of CRM implementations fail to meet expectations, a statistic that often overshadows a more fundamental truth ● technology alone cannot fix a broken culture. Automation, especially in customer relationship management, acts as an amplifier, magnifying existing organizational traits, both positive and negative.

Culture As Foundation For Automation Success

Company culture, the often unspoken set of values, beliefs, and behaviors that shape an organization’s internal workings, exerts a profound influence on the success of any CRM automation Meaning ● CRM Automation, in the context of Small and Medium-sized Businesses (SMBs), refers to the strategic use of technology to streamline and automate Customer Relationship Management processes, significantly improving operational efficiency. initiative. Consider a business where collaboration is prized and information flows freely; here, CRM automation can streamline processes and enhance team synergy. Conversely, in a company marked by silos and mistrust, automation might simply digitize dysfunction, creating faster, more efficient ways to generate frustration and customer dissatisfaction.

Culture dictates whether CRM automation becomes a tool for empowerment or a weapon of process.

For small to medium-sized businesses (SMBs), the cultural dimension of CRM automation takes on added significance. SMBs frequently operate with leaner teams, tighter budgets, and more direct customer interactions. A positive, customer-centric culture can enable SMBs to leverage CRM automation for significant competitive advantage, fostering stronger customer relationships Meaning ● Customer Relationships, within the framework of SMB expansion, automation processes, and strategic execution, defines the methodologies and technologies SMBs use to manage and analyze customer interactions throughout the customer lifecycle. and driving growth. However, a culture that resists change, undervalues customer experience, or lacks transparency can turn CRM automation into an expensive and underutilized system.

Defining Culture In The Context Of Crm

When we speak of company culture in relation to CRM automation, we are examining specific cultural attributes that directly impact how technology is adopted and utilized. These attributes are not abstract concepts; they are tangible aspects of daily operations, influencing everything from data entry practices to customer service interactions.

Customer-Centricity

A customer-centric culture places the customer at the heart of all business decisions. In companies embodying this value, CRM automation is viewed as a means to better understand and serve customers. Employees are naturally inclined to use the system to capture valuable customer insights, personalize interactions, and proactively address customer needs. This inherent alignment between culture and technology ensures that CRM automation enhances the customer experience, driving loyalty and positive word-of-mouth referrals.

Collaboration And Communication

Effective CRM automation relies heavily on seamless data flow across departments. A culture that promotes open communication and cross-departmental collaboration is essential for maximizing the value of CRM. When teams readily share customer information and insights within the CRM system, a holistic view of the customer emerges, enabling more coordinated and effective customer engagement Meaning ● Customer Engagement is the ongoing, value-driven interaction between an SMB and its customers, fostering loyalty and driving sustainable growth. strategies. In contrast, a siloed culture, where departments operate in isolation, will hinder data sharing and limit the CRM system’s ability to provide a unified customer perspective.

Adaptability And Learning

CRM automation is not a static implementation; it requires ongoing adaptation and refinement to meet evolving business needs and customer expectations. A culture that embraces change, encourages experimentation, and values continuous learning is better positioned to optimize CRM automation over time. Employees in such environments are more likely to proactively identify areas for improvement, suggest innovative uses of the CRM system, and readily adopt new features and functionalities. This cultural agility Meaning ● Cultural Agility for SMBs is the dynamic ability to adapt core values and practices for growth and automation. is crucial for ensuring that CRM automation remains a relevant and valuable asset as the business grows and market dynamics shift.

Data-Driven Decision Making

The power of CRM automation lies in its ability to provide data-driven insights into customer behavior and business performance. A culture that values data-driven decision making Meaning ● Strategic use of data to proactively shape SMB future, anticipate shifts, and optimize ecosystems for sustained growth. will naturally leverage CRM analytics to inform strategies and optimize operations. Employees are encouraged to consult CRM data to understand customer trends, identify opportunities for improvement, and measure the impact of their actions. This data-oriented mindset ensures that CRM automation becomes an integral part of the decision-making process, leading to more informed and effective business outcomes.

Accountability And Ownership

Successful CRM automation requires a sense of accountability and ownership at all levels of the organization. A culture that fosters these traits ensures that employees understand their roles in maintaining data quality, utilizing the CRM system effectively, and contributing to overall CRM success. When individuals feel responsible for the CRM system’s performance, they are more likely to actively engage with it, ensuring data accuracy, consistent usage, and proactive problem-solving. This sense of ownership transforms CRM automation from a mandated system into a shared resource that everyone is invested in making work.

Practical Steps For Smbs To Align Culture With Crm Automation

For SMBs seeking to harness the full potential of CRM automation, aligning company culture with CRM objectives is not an optional step; it is a prerequisite for success. This alignment is not achieved through top-down mandates alone; it requires a deliberate and ongoing effort to cultivate a culture that supports and amplifies the benefits of CRM automation.

1. Assess Existing Culture ● Begin by honestly evaluating your current company culture. Are you customer-centric? Is collaboration encouraged? How adaptable is your team to change? Identify both strengths and weaknesses in relation to the cultural attributes that support CRM success.
2. Communicate The Vision ● Clearly articulate the vision for CRM automation and how it aligns with the company’s overall goals and values. Explain how CRM will benefit both employees and customers, emphasizing the positive impact on customer relationships and business growth.
3. Involve Employees ● Engage employees from all departments in the CRM implementation Meaning ● Strategic tech adoption to deeply understand and proactively engage customers for SMB growth. process. Solicit their input, address their concerns, and empower them to contribute to the system’s design and rollout. This inclusive approach fosters buy-in and a sense of ownership.
4. Provide Training And Support ● Invest in comprehensive CRM training that goes beyond technical functionalities. Educate employees on the cultural principles of CRM, emphasizing customer-centricity, collaboration, and data-driven decision making. Provide ongoing support and resources to ensure continued adoption and effective utilization.
5. Lead By Example ● Leadership plays a crucial role in shaping company culture. Managers and executives must actively use the CRM system, demonstrate its value, and reinforce the cultural behaviors that support its success. When employees see leaders embracing CRM, it sends a powerful message about its importance.
6. Recognize And Reward ● Acknowledge and reward employees who exemplify CRM-supportive behaviors, such as consistent data entry, proactive customer service, and collaborative information sharing. Positive reinforcement strengthens desired cultural norms and encourages continued CRM engagement.
7. Iterate And Improve ● Culture change is an ongoing process. Continuously monitor CRM adoption, gather employee feedback, and identify areas for cultural improvement. Be prepared to adapt your approach and reinforce cultural values as needed to ensure long-term CRM success.

Implementing CRM automation without considering company culture is akin to planting seeds in barren soil. While the technology may be advanced and the features robust, without a fertile cultural ground to support its growth, the CRM system is unlikely to yield its full potential. For SMBs, cultivating a customer-centric, collaborative, adaptable, data-driven, and accountable culture is not just a soft skill; it is a strategic imperative for maximizing the return on investment in CRM automation and achieving sustainable business success.

Culture is the silent partner in every CRM automation project, its influence shaping the outcome far more than lines of code or feature sets.

By prioritizing cultural alignment Meaning ● Cultural Alignment in SMBs is the strategic harmony between shared values and business goals, driving growth and adaptability. alongside technical implementation, SMBs can transform CRM automation from a mere software system into a powerful engine for customer engagement, operational efficiency, and sustainable growth. The journey to successful CRM automation begins not with technology, but with a deep understanding and cultivation of the company culture that will ultimately determine its fate.

Strategic Cultural Alignment For Crm Automation

Organizations frequently approach CRM automation as a purely technological undertaking, overlooking the deeply embedded cultural dynamics Meaning ● Cultural dynamics, within the SMB landscape, represent the evolving values, beliefs, and behaviors that influence how a small or medium-sized business operates, adapts to change, and interacts with its stakeholders. that can either propel or impede its effectiveness. Industry data reveals that companies with strong, customer-focused cultures experience significantly higher CRM adoption rates and realize greater return on their technology investments.

Moving Beyond Functional Implementation To Cultural Integration

The intermediate stage of understanding culture’s role in CRM automation requires moving beyond basic implementation considerations and delving into strategic cultural integration. This involves recognizing that culture is not merely a backdrop to automation; it is an active participant, shaping how technology is perceived, adopted, and ultimately utilized to achieve business objectives.

Strategic cultural alignment transforms CRM from a tool into a core organizational competency.

For SMBs aiming for scalable growth, cultural integration Meaning ● Harmonizing new elements (tech, processes) within an SMB's culture to drive growth and efficiency. with CRM automation is not a luxury; it is a necessity. As SMBs expand, maintaining customer intimacy Meaning ● Customer Intimacy, within the scope of Small and Medium-sized Businesses (SMBs), signifies a strategic orientation toward building profound, lasting relationships with customers, well beyond transactional interactions. and operational agility becomes increasingly challenging. A strategically aligned culture ensures that CRM automation scales effectively alongside the business, preserving customer-centricity and efficiency even as complexity increases. This proactive cultural approach differentiates high-growth SMBs from those that plateau, struggling to maintain customer relationships and operational coherence amidst expansion.

Cultural Archetypes And Crm Automation Readiness

Different organizational cultures exhibit varying degrees of readiness for CRM automation. Understanding these cultural archetypes can help SMBs tailor their implementation strategies and cultural interventions to maximize CRM success. These archetypes are not rigid classifications but rather represent common cultural tendencies that influence CRM adoption.

The Hierarchical Culture

Hierarchical cultures, characterized by clearly defined roles, top-down decision making, and a strong emphasis on rules and procedures, often present unique challenges for CRM automation. While the structured nature of hierarchical cultures can facilitate standardized CRM processes, resistance to change and a lack of employee empowerment can hinder user adoption and data quality. In such cultures, successful CRM implementation requires careful change management, clear communication of benefits from leadership, and targeted training that addresses specific role-based needs. Overcoming ingrained hierarchical tendencies to foster greater collaboration and data sharing is crucial for unlocking CRM’s potential.

The Clan Culture

Clan cultures, characterized by strong employee loyalty, teamwork, and a focus on shared values, generally exhibit high readiness for CRM automation. The collaborative and people-oriented nature of clan cultures aligns well with the customer-centric principles of CRM. Employees in clan cultures are typically more willing to embrace new technologies that enhance teamwork and improve customer relationships.

CRM implementation in clan cultures can leverage existing social networks and informal communication channels to promote adoption and knowledge sharing. The challenge for clan cultures is to ensure that informality does not compromise data discipline and process adherence within the CRM system.

The Adhocracy Culture

Adhocracy cultures, characterized by innovation, flexibility, and a focus on external adaptation, are often early adopters of CRM automation. The entrepreneurial and change-oriented nature of adhocracy cultures fosters a willingness to experiment with new technologies and adapt CRM systems Meaning ● CRM Systems, in the context of SMB growth, serve as a centralized platform to manage customer interactions and data throughout the customer lifecycle; this boosts SMB capabilities. to evolving business needs. Employees in adhocracy cultures are typically comfortable with ambiguity and readily embrace continuous improvement.

CRM implementation in adhocracy cultures should emphasize flexibility and customization, allowing teams to tailor the system to their specific workflows and innovative approaches to customer engagement. The challenge for adhocracy cultures is to balance innovation with standardization, ensuring that CRM processes remain scalable and sustainable as the business grows.

The Market Culture

Market cultures, characterized by a strong focus on competition, results, and external achievement, often view CRM automation as a strategic tool for gaining market share and maximizing customer profitability. The performance-driven nature of market cultures can drive rapid CRM adoption and a focus on measurable outcomes. Employees in market cultures are typically motivated by data-driven insights and readily utilize CRM analytics to track performance and optimize customer strategies.

CRM implementation in market cultures should emphasize ROI and competitive advantage, demonstrating how the system contributes to tangible business results. The challenge for market cultures is to ensure that the intense focus on results does not overshadow customer experience Meaning ● Customer Experience for SMBs: Holistic, subjective customer perception across all interactions, driving loyalty and growth. and ethical data practices within the CRM system.

Table ● Cultural Archetypes And Crm Automation Implications

Developing A Crm-Centric Cultural Roadmap

For SMBs seeking to strategically align culture with CRM automation, a structured roadmap is essential. This roadmap should not be a rigid plan but rather a flexible framework that guides cultural evolution Meaning ● Cultural Evolution, within the landscape of Small and Medium-sized Businesses (SMBs), denotes the adaptive transformation of a company's shared values, beliefs, and practices to align with evolving strategic goals related to growth, automation adoption, and technological implementation. in support of CRM objectives. The roadmap should address key cultural dimensions and provide actionable steps for fostering a CRM-centric culture.

Phase 1 ● Cultural Assessment And Vision Setting

The initial phase involves a comprehensive assessment of the existing company culture, identifying strengths, weaknesses, and cultural gaps in relation to CRM automation readiness. This assessment can utilize surveys, interviews, and focus groups to gather employee perspectives and gain a holistic understanding of cultural dynamics. Based on the assessment, a clear vision for a CRM-centric culture should be articulated, outlining desired cultural attributes and behaviors that will support CRM success. This vision should be communicated broadly and serve as a guiding principle for subsequent cultural initiatives.

Phase 2 ● Cultural Training And Awareness Building

This phase focuses on educating employees about the cultural dimensions of CRM automation and raising awareness of the desired cultural shifts. Training programs should go beyond technical CRM skills and incorporate modules on customer-centricity, collaboration, data-driven decision making, and change management. These programs should be interactive and engaging, utilizing real-world examples and case studies to illustrate the impact of culture on CRM outcomes. Awareness campaigns, utilizing internal communication channels, can reinforce key cultural messages and promote ongoing dialogue about CRM culture.

Phase 3 ● Cultural Reinforcement And Measurement

This phase focuses on embedding CRM-centric cultural behaviors into daily operations and establishing mechanisms for ongoing reinforcement and measurement. This involves integrating CRM cultural values into performance management systems, recognizing and rewarding employees who exemplify desired behaviors, and establishing feedback loops Meaning ● Feedback loops are cyclical processes where business outputs become inputs, shaping future actions for SMB growth and adaptation. to continuously monitor cultural progress. Key performance indicators (KPIs) related to CRM adoption, data quality, customer satisfaction, and employee engagement can be used to track cultural impact and identify areas for further improvement. Regular cultural audits and pulse surveys can provide ongoing insights into cultural dynamics and inform adaptive cultural interventions.

Phase 4 ● Cultural Evolution And Continuous Improvement

The final phase recognizes that culture is not static; it is a dynamic and evolving entity. This phase emphasizes continuous cultural improvement and adaptation to ensure that the CRM-centric culture remains aligned with changing business needs and market dynamics. This involves fostering a culture of learning Meaning ● Within the SMB landscape, a Culture of Learning signifies a business-wide commitment to continuous skills enhancement and knowledge acquisition. and experimentation, encouraging employees to identify and address cultural barriers to CRM success, and proactively adapting cultural strategies as the business grows and evolves. Regular reviews of the cultural roadmap and ongoing dialogue about CRM culture are essential for maintaining long-term cultural alignment and maximizing the sustained value of CRM automation.

A CRM-centric culture is not a destination but a continuous journey of adaptation and refinement.

By adopting a strategic approach to cultural alignment, SMBs can transform CRM automation from a tactical tool into a strategic asset, deeply embedded within the organizational fabric. This cultural integration not only enhances CRM effectiveness but also fosters a more customer-centric, collaborative, and data-driven organization, positioning SMBs for sustained growth and competitive advantage Meaning ● SMB Competitive Advantage: Ecosystem-embedded, hyper-personalized value, sustained by strategic automation, ensuring resilience & impact. in an increasingly dynamic business landscape. The true power of CRM automation is unlocked not merely through technological prowess, but through the cultivation of a culture that embraces and amplifies its potential.

Culture As A Dynamic System In Crm Automation Ecosystems

Contemporary business analysis increasingly recognizes organizational culture Meaning ● Organizational culture is the shared personality of an SMB, shaping behavior and impacting success. not as a monolithic entity, but as a dynamic, adaptive system intricately interwoven with technological ecosystems. Research from organizational psychology and systems theory underscores that the success of complex technological implementations, such as CRM automation, hinges on the synergistic interplay between cultural dynamics and system architecture. A purely technology-centric approach, neglecting the emergent properties of this socio-technical system, often leads to suboptimal outcomes and unrealized potential.

The Socio-Technical Lens On Crm Culture

Adopting a socio-technical systems perspective necessitates viewing CRM automation not merely as a software deployment, but as a complex intervention within an existing organizational ecosystem. This ecosystem comprises human actors, technological artifacts, and the dynamic cultural norms that govern their interactions. Culture, in this context, functions as a distributed control system, shaping individual and collective behaviors within the CRM ecosystem, influencing data input quality, system utilization patterns, and the overall effectiveness of CRM-driven strategies.

CRM culture is an emergent property of the socio-technical system, not a pre-existing condition.

For SMBs aspiring to leverage CRM automation for transformative growth, understanding culture as a dynamic system is paramount. SMBs, often characterized by flatter organizational structures and more fluid cultural boundaries, are particularly susceptible to the emergent properties of socio-technical systems. A nuanced understanding of these dynamics allows SMBs to proactively shape their CRM culture, fostering an environment where automation becomes a catalyst for innovation, customer intimacy, and sustained competitive advantage. This systems-oriented approach differentiates agile, high-performing SMBs from those that struggle to scale and adapt in rapidly evolving markets.

Feedback Loops And Cultural Amplification In Crm Systems

Within the CRM automation ecosystem, feedback loops play a critical role in shaping and amplifying cultural norms. These feedback loops, both positive and negative, can either reinforce desired CRM-centric behaviors or inadvertently perpetuate dysfunctional patterns. Understanding these feedback mechanisms is crucial for SMBs seeking to cultivate a self-sustaining CRM culture.

Positive Feedback Loops ● Reinforcing Crm-Centric Behaviors

Positive feedback loops in CRM systems operate by reinforcing desired behaviors and outcomes, creating a virtuous cycle of cultural amplification. For example, when employees consistently input high-quality customer data into the CRM system, leading to improved customer insights and more effective marketing campaigns, this success reinforces the value of data accuracy Meaning ● In the sphere of Small and Medium-sized Businesses, data accuracy signifies the degree to which information correctly reflects the real-world entities it is intended to represent. and encourages continued data diligence. Similarly, when collaborative use of CRM tools leads to streamlined workflows and enhanced team performance, this positive outcome reinforces the cultural norm of collaboration and promotes further system adoption. SMBs can intentionally design positive feedback loops into their CRM ecosystem through mechanisms such as performance dashboards that visualize data quality Meaning ● Data Quality, within the realm of SMB operations, fundamentally addresses the fitness of data for its intended uses in business decision-making, automation initiatives, and successful project implementations. and CRM utilization metrics, recognition programs that reward CRM-centric behaviors, and regular communication of CRM success stories that highlight the positive impact of cultural alignment.

Negative Feedback Loops ● Perpetuating Dysfunctional Patterns

Negative feedback loops, conversely, can inadvertently perpetuate dysfunctional cultural patterns within CRM systems. For example, if employees perceive CRM data entry as a burdensome and non-value-added task, leading to incomplete or inaccurate data, this data quality issue can undermine the effectiveness of CRM analytics and marketing automation, reinforcing the initial negative perception of the system. Similarly, if CRM implementation is perceived as a top-down mandate without adequate training or employee input, leading to resistance and low system adoption, this negative experience can reinforce a culture of skepticism towards technology initiatives and hinder future automation efforts. SMBs must proactively identify and disrupt negative feedback loops by addressing underlying cultural barriers, providing adequate training and support, soliciting employee feedback, and demonstrating the tangible value of CRM automation through early successes and visible improvements.

List ● Examples Of Crm Cultural Feedback Loops

• Data Quality Loop ● High-quality data input -> Improved CRM insights -> More effective campaigns -> Tangible business results -> Reinforcement of data diligence -> Continued high-quality data input (Positive)
• Collaboration Loop ● Collaborative CRM usage -> Streamlined workflows -> Enhanced team performance -> Positive team experience -> Reinforcement of collaboration -> Increased collaborative CRM usage (Positive)
• Data Neglect Loop ● Perceived data entry burden -> Incomplete/inaccurate data -> Undermined CRM analytics -> Limited business value -> Reinforcement of data neglect -> Continued low-quality data input (Negative)
• Resistance Loop ● Top-down CRM mandate -> Lack of employee input/training -> Resistance to system adoption -> Low CRM utilization -> Limited system effectiveness -> Reinforcement of technology skepticism -> Continued resistance to CRM (Negative)

Cultural Entropy And Crm System Degradation

Drawing upon concepts from thermodynamics and systems theory, the notion of cultural entropy Meaning ● Cultural Entropy, in the context of SMB growth, automation, and implementation, describes the decline in organizational culture's effectiveness as it undergoes rapid changes, such as scaling operations or integrating new technologies. becomes relevant in understanding the long-term dynamics of CRM automation ecosystems. Cultural entropy, in this context, refers to the natural tendency of organizational cultures to drift towards disorder, inefficiency, and a decline in shared values over time. Without proactive cultural maintenance and renewal, CRM systems can gradually degrade due to cultural entropy, manifesting as declining data quality, inconsistent system utilization, and a weakening of CRM-centric behaviors.

Cultural entropy is the silent threat to long-term CRM automation success.

For SMBs, mitigating cultural entropy in CRM systems requires ongoing vigilance and proactive cultural interventions. This involves regularly assessing the health of the CRM culture, identifying signs of entropy such as declining data quality or reduced system engagement, and implementing targeted cultural renewal initiatives. These initiatives might include refresher training programs to reinforce CRM best practices, team-building activities to strengthen collaboration and shared values, and leadership development programs to cultivate CRM champions who can model and promote desired cultural behaviors. Proactive cultural maintenance is not a one-time effort but an ongoing process of adaptation and renewal, ensuring the long-term vitality and effectiveness of the CRM automation ecosystem.

Table ● Strategies For Mitigating Crm Cultural Entropy

Adaptive Leadership And Crm Cultural Agility

In the context of dynamic CRM automation ecosystems, adaptive leadership Meaning ● Adaptive Leadership for SMBs: Building resilience and adaptability to thrive amidst change and achieve sustainable growth. becomes a critical determinant of cultural agility and long-term system success. Adaptive leaders recognize that culture is not a fixed entity to be controlled but a complex system to be navigated and influenced. They embrace a flexible and iterative approach to cultural leadership, continuously monitoring cultural dynamics, adapting their strategies to emerging challenges, and fostering a culture of learning and resilience within the CRM ecosystem.

Adaptive leadership is the key to navigating the complexities of CRM culture.

For SMB leaders, cultivating adaptive leadership skills is essential for maximizing the transformative potential of CRM automation. This involves developing cultural intelligence, the ability to understand and navigate diverse cultural contexts; fostering psychological safety, creating an environment where employees feel comfortable speaking up and challenging the status quo; and promoting distributed leadership, empowering employees at all levels to contribute to cultural evolution and CRM system optimization. Adaptive leadership is not about imposing a pre-defined culture but about facilitating a dynamic cultural evolution that enables the CRM automation ecosystem Meaning ● An Automation Ecosystem, in the context of SMB growth, describes a network of interconnected software, hardware, and services designed to streamline business processes. to thrive and adapt in the face of ongoing change and uncertainty.

List ● Principles Of Adaptive Crm Cultural Leadership

• Cultural Intelligence ● Develop a deep understanding of existing cultural dynamics and their impact on CRM automation.
• Systemic Thinking ● View CRM culture as an interconnected system, recognizing feedback loops and emergent properties.
• Iterative Approach ● Embrace a flexible and adaptive approach to cultural interventions, continuously learning and adjusting strategies.
• Psychological Safety ● Foster an environment of trust and openness where employees feel safe to experiment and challenge norms.
• Distributed Leadership ● Empower employees at all levels to contribute to cultural evolution and CRM system optimization.
• Data-Driven Cultural Insights ● Utilize CRM data and cultural metrics to inform cultural interventions and track progress.
• Continuous Learning ● Promote a culture of learning and adaptation, encouraging experimentation and knowledge sharing.
• Resilience Building ● Develop cultural resilience to withstand entropy and adapt to evolving business challenges.

By embracing a systems-oriented perspective and cultivating adaptive leadership, SMBs can move beyond a simplistic view of culture as a static variable and recognize its dynamic role in shaping the success of CRM automation ecosystems. This advanced understanding allows for more nuanced and effective cultural interventions, fostering a CRM culture that is not only supportive but also actively drives innovation, customer intimacy, and sustained competitive advantage in the complex and ever-evolving business landscape. The future of CRM automation success Meaning ● Automation Success, within the context of Small and Medium-sized Businesses (SMBs), signifies the measurable and positive outcomes derived from implementing automated processes and technologies. lies not solely in technological advancements, but in the ability of organizations to cultivate and lead the dynamic cultural systems that breathe life into these technologies.

References

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• Cameron, Kim S., and Robert E. Quinn. Diagnosing and Changing Organizational Culture ● Based on the Competing Values Framework. 3rd ed., Jossey-Bass, 2011.
• Senge, Peter M. The Fifth Discipline ● The Art & Practice of The Learning Organization. Doubleday/Currency, 1990.