62). This advocates something that is more than reactive to the changes. A fully developed culture that is distinctive to the corporation necessitates from the need for change for the vigorous development of the corporation. This embraces the potentials and participation of every member of the company as going beyond passive. It would be unacceptable to assume that other companies would never be able o adapt the same system. The success of Setpoint lies on the role that the management places on their employees. It’s no less than adapting the saying that there are no small roles, only small actors. Because indeed, the company has shown that the concept of team is well integrated into their dynamics. Everyone was well-informed of their roles toward the achievement of a common goal as epitomized in their board.
I believe that culture per se cannot be bought but it can be developed and the availability of money at a company’s disposal to achieve the development of culture is very helpful. The achievement of an evolved culture can be realized through the persistent efforts of the vital members of the company and including the involvement of all the employees. Everyone must be open for change and accept this change as a positive impact for the company. As consistently established, Organizational Development is a long-term commitment that needs time. It is not something that happens overnight. Culture is a combination not only of the management but also the organization (Brown and Harvey, p. 63). There are companies who are willing to shell out millions of dollars to be able to buy culture. This is only a manifestation of the necessity of culture. There are those who may have spent for brand imaging and public relations among others. But it is still the perception of those who are within the company and that which resonates to the public which