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Rating: 
Summary: A Good Read!
Review: Culture.com is at its best when it describes the effect that the Internet revolution is having on the corporate cultures of modern business. Of special merit are the book's lists of suggestions that managers and human resource executives can follow in attempting to develop a new culture that adequately addresses the changes and strains brought on by the rise of the virtual revolution. Also intriguing is the book's analysis of the dangerous transition period in which companies shift from old cultures to dot-com cultures. While the book is less effective in its look at the more general trends of technology, business and leadership, we from getAbstract nevertheless recommend it for its innovative take on virtual corporate culture.
Rating: 
Summary: Culture Com the way to go
Review: I read this book and enjoyed it, even though business is a fright word for me. I hate business, but this crew made our current computer based business sound liveable. Anyone who hopes to succeed in today's world, whether as a lone wolf or an administrative manager, needs to read this volume. It is easily understood, clear and to the point, and offers a lot of worthwhile ideas. Workers arise. Buy this book and move forward.
Rating:
Summary: Your Corporate Culture Must Be a Connected Workplace
Review: The authors explain how to build a corporate culture in the connected
workplace. Your organization already has a culture which is, at least
to some extent, connected. First question: "How appropriate is that
culture to the needs, interests, problems, and opportunities it also
has?" Next question: "Will it be sufficiently flexible and
resilient to sustain itself as change continues to be the only
constant?" The authors can help you to find the correct answers
to these basic but critically important questions. In their
Preface, they identify what they call "Nine Challenges for Turning
Your Corporate Culture into a .Com Asset": 1. Making the jump to
warp speed 2. Building a corporate culture in a virtual
organization 3. Living with parallel cultures during the transition
of e-business 4. A new breed of terms in a .com
culture 5. Communication belongs to everyone in a .com
culture 6. Knowledge management is managing people's brain
power 7. The new corporate IQ and getting smart 8. Linkages and
relationships outside the organization: a culture
challenge 9. Leading the journey to the wired
enterprise. Throughout their book, the authors include relevant
quotations real-world examples rom a wide variety of sources as well
as a number of Tips which will assist the implementation of relevant
strategies. At the end of each chapter, they provide terrific
suggestions re Applying This Information in Your Organization. They
also make generous use of various graphics (eg Three Layers of
Culture)) for purposes of illustration. Then in the books Conclusion,,
they provide Ten Final Tips on Building a Corporate Culture for the
Connected Workplace which increase and enrich even more their
fulfillment of what the books subtitle promises. (By the way, have
you also noticed how many subtitles of other business books make
extravagant promises which even a combination of Elizabeth I,
Michaelangelo, Merlin, Santa Claus, the Tooth Fairy, Thomas Edison,
and Peter Drucker couldn't possibly keep?) The authors conclude
with some key points: "Corporate cultures will continue to change
as companies race to implement their e-business strategies. We remind
you once more that the two must work in synch. If your business
strategy and your corporate culture are pulling in two different
directions, the culture will win no matter how brilliant your strategy
is." I now presume to conclude this brief review with a few
suggestions of my own to decision-makers in any organization now in
need of building its own corporate culture in the connected
workplace. First, read and then re-read this book. Then have other
decision-makers in the organization also read and re-read it. Finally,
have everyone participate in a 2-3 workshop (emphasis on
"work"), preferably offsite, and use this book's table of
contents for the workshop's agenda. The primary objective is to
collaborate on an appropriate "game plan", to be completed by
the workshop's conclusion, which the organization then
implements. When problems occur (and they will), reconvene the
workshop participants and collaborate on an appropriate response. Be
sure to keep in mind what the authors of this book have correctly
observed: "If your business strategy and your corporate culture are
pulling in two different directions, the culture will win no matter
how brilliant your strategy is."
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