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Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR. It's not intangible or fluffy, it's not a vibe or the office décor. It's one of the most important drivers that has to be set or adjusted to push long-term, sustainable success. It's not good enough just to have an amazing product and a healthy bank balance. Long-term success is dependent on a culture that is nurtured and alive. Culture is the environment in which your strategy and your brand thrives or dies a slow death. 

Here are eight rules for creating the right conditions for a culture that reflects your creed:

I believe it will be rare that culture change will be one of the first things accomplished or changed in a short period of time.  Culture will change as a result of the pervasive use of social tools.  Lack of cultural change is not social business’s biggest failure.  The biggest failure is the lack of workflow integration to drive culture change.

From the business side, flexible employee schedules mean global customers can be better served across time zones; bad weather doesn’t close down the whole operation; and real estate, technology, healthcare, and environmental costs can be reduced.

Facebook COO Sheryl Sandberg is familiar with the funny, uncertain feeling that comes with checking out soon after 5:00 to be with family, and although she used to worry about what others thought of her departure time (which is a completely reasonable hour to head home, by the way), she has finally reached a point where she can take off at 5:30 p.m. without the lingering concern of how others are perceiving her.

Cleese spoke of the importance of succumbing to the unconscious mind, two key traits possessed by highly successful creative people, the necessity of allowing for contemplative thinking, and why all of these together result in creative breakthroughs.

Meyerson defines tempered radicals as employees who operate on a fault line. They are committed to the organization that they work for. To some measure, moreover, they want to advance on their employer's terms; their company's success is theirs too. At the same time, though, they are at odds with their company. Marginalized by gender, race, or ideology, they identify with causes that defy the dominant culture. While they feel bound to their organization's goals, they also aim to stay true to their own personal ideals. And so they pursue change, constantly challenging the status quo.

Objective To systematically review the empirical evidence for organizational theories and repeated reorganizations.

The decade of Design Thinking is ending and I, for one, am moving on to another conceptual framework: Creative Intelligence, or CQ.