I recently had lunch with a few folks in my company’s cafeteria. After some questions about how we’re doing as a company (you know, financials, new projects, etc.), the conversation turned to our long-term plans – and how we could make those strategies happen.

That’s when someone made a statement – one I’ve heard a few times recently – that got a lively conversation going. The comment was, in essence, that “culture eats strategy.”

Have you heard of this phrase? It’s often attributed to management expert Peter Drucker… “culture eats strategy for lunch.”  Basically, it’s a not-so-subtle implication that significant organizational strategic shifts are hard (maybe impossible) to attain when dated, legacy cultural behaviors are allowed to fester. Quite simply, the necessary shifts in strategy “die on the vine” because the “old culture” drags on any forward momentum toward positive change, new ideas, etc.

Like I said, it was a lively discussion.

Keep in mind – this isn’t about how hard people work. It’s not about serving customers, or the time spent on projects. It’s not about the support everyone in an organization gives each other in pursuit of common goals.

Instead, it gets to the core of something more basic, in my opinion: Will culture help you move forward or hold you back?

I must admit that in the past when I’ve heard people say, “I can’t do this because our culture won’t allow it,” or, “Our culture won’t let that happen” …I’ve cringed. In my mind, the people making up an organization are the culture … not people who long ago left.

Being strategic is about focus. Hone in on activities to advance your organization. Map a solid future through a smart strategy. Trust and empower committed and talented people. Execute. But be ready (and set up) to adapt quickly.

It’s an obvious statement, but we don’t do business the same as 20-30 years ago. Even 10 years ago. Today’s leaders react to a wide range of changes – and must do so quicker than ever. Adaptation – and winning – is fostered through smart and aggressive strategic planning. And it doesn’t – it can’t – get mired in meetings, silos or outdated beliefs.  Culture can’t be a crutch that slows you down. The future of any venture – no matter the industry – depends on its people to lead it through inevitable and often roiling sea changes. It cannot impede progress.

Maybe instead – strategy can be looked at as something that feeds cultural change, not just something being eaten by culture.  Do you see the subtle difference in this thinking?

Success awaits those who push away fear and embrace tough conversations and even tougher changes. Start today. Take accountability for your part.

Become the culture you deserve.