I often see companies that plan to go into new areas, but don’t want to shift their culture accordingly. Many consumer companies want to penetrate the enterprise market—that is, selling to big companies—but resist having employees who walk around in fancy suits. They believe that their original culture should suffice. But their results prove otherwise. Building a great culture means adapting it to circumstances. And that often means bringing in outside leadership from the culture you need to penetrate or master.
