Ideas that challenge how most companies manage performance.

The Argument

When performance slips, leaders reach for culture: values workshops, engagement surveys, new rituals. It rarely works, because culture is mostly an output. People behave the way the structure around them rewards and allows.

What This Paper Covers

• Why culture programs fail to fix performance problems
• How structure — decision rights, roles, handoffs and rhythms — shapes daily behavior
• How to find the design flaw producing the behavior you’re trying to change
• What to redesign first

The Core Idea

If capable people keep making the same mistakes, the system is teaching them to. Change the design, and behavior follows — usually faster than any culture program could manage.

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