During a recent keynote, Jeb Dasteel, Senior Vice President and Chief Customer Officer at Oracle Corporation, said something that gave me pause. “Don’t try to change the culture,” Dasteel urged the hundreds of change agents gathered in a hotel conference room. “Exploit it.”
Dasteel went on to explain that, while building a customer experience strategy inside Oracle — a company that had historically valued its intellectual property more than its customers, he chose to leverage the prevailing engineering mindset instead of trying to change the organizational culture, as so many of us might be tempted to do. “I couldn’t change the culture if I wanted to,” he said.