Culture Eats

As the story goes, there’s a sign above the Ford War Room that says, “Culture eats strategy for breakfast.” Strategy might make for a nice nutritious breakfast, but how does culture get by the rest of the day? What does culture eat for lunch—or even dinner?

For culture to thrive, it needs to be fed. We live in an era where a potentially dysfunctional corporate culture can become front-page news, where a disgruntled employee can air out their grievances on Medium for the whole world to see, and where workplace environment is a major deciding factor for prospective employees.

Here’s what culture can do for you:

  • Companies with strong focus on culture were found to have an average 13.9 percent turnover rate, while those with a low focus were found to have a 48.4 percent turnover rate. (source: Entrepreneur)
  • Happy employees are 12 percent more productive. (source: FastCompany)
  • Engaged employees are 38 percent more likely to produce at above-average rates. (source: TalentCulture)
  • Organizations with engaged employees have a 19 percent higher than average shareholder return, while organizations with disengaged employees experience shareholder return that is 44 percent below average. (source: Domo)
  • Engaged companies outperform disengaged companies by up to 202 percent. (source: Dale Carnegie Training)

A strong culture means happy employees—and happy employees make for better, more authentic advocates in the digital bazaar.

So how do you keep your organizational culture healthy and well-fed?

In Blue Focus Marketing’s new video tutorial course “Social Employees: The New Marketing Channel,” we show why culture matters for building an effective, engaged social workforce—and what you can do about it. This 22-part course, released by, a LinkedIn company, shows you the A to Z of employee advocacy—from building buy-in at the C-Suite to fostering engaged conversations in both internal and external communities.

The time to activate your social employee advocates is now. Click here to find out how.
Welcome Video:


What you should know before watching this course video.


Culture eats strategy for breakfast.

Below are recent endorsements for The Social Employee (McGraw-Hill, August 2013) by Tom Peters and David Aaker on their social networks, but if you want to see more of their endorsements click here.

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Tom Peters (Twitter) attribution PPT

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In The Social Employee, we go behind the scenes with several leading brands—such as IBM, AT&T, Dell, Adobe, Southwest Airlines, Cisco, Acxiom, and Domo—pulling the lid off the inspiring social business success stories that have propelled these companies into the 21st century. These cutting-edge brands have all come to the same realization: the path to social business lies through empowering the social employee.

See what others are saying about The Social Employee and order your copy today!


Please check out @SocialEmployee media buzz! Click Here

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“Great brands have always started on the inside, but why are companies taking so long to leverage the great opportunities offered by internal social media? . . . The Social Employee lifts the lid on this potential and provides guidance for businesses everywhere.” JEZ FRAMPTON, Global Chairman and CEO, Interbrand


Amazon_agold-bookThe Social Employee offers an unparalleled behind-the-scenes look at the social business success stories of some of the biggest brand names in the business world, including IBM, AT&T, Dell, Adobe, Southwest Airlines, Cisco, Acxiom, and Domo. These cutting-edge brands have all come to the same realization: the path to social business lies through empowering the social employee.

The brands that leverage their employee base in order to engage customers and prospects through social media are the ones destined to win the marketing wars. This book not only details the astronomical rise of the social employee, but also outlines the innovative methods that leading companies have employed to foster cultures of enthusiastic and engaged workers.

FORMcGrawHill_RedEWORD by David C. Edelman, Global Co-Leader, Digital Marketing & Sales Practice, McKinsey & Company

AFTERWORD by Kevin Randall, journalist for The New York Times, The Economist and Fast Company

Download ~> Free Chapter 3 – “Brands Under Pressure”




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