Culture Eats Strategy For Breakfast, But Strategy Eats Multitasking for Dinner

Culture Eats Strategy For Breakfast, but Strategy Eats Multitasking for Dinner

Hello, Educational Leaders!

As John Lubbock once said, ‘’Rest is not idleness, and to lie sometimes on the grass… in summer… is by no means a waste of time.’’ We hope this summer offers you just that—rest, reflection, and the space to recharge. May the season bring peace, clarity, and renewal as you prepare to lead with purpose in the months ahead.

At Educentric, we provide you with insightful resources that offer practical takeaways you can apply in your professional life. Today’s short read will tackle how strategy is nothing without culture and focused execution.

You’ve likely come across the phrase, “Culture eats strategy for breakfast.” While its origins are debated—often linked to management thinker Peter Drucker and later popularized by former Ford CEO Mark Fields—the message remains powerful: no matter how well-crafted a strategy may be, it can easily be derailed by a misaligned or unhealthy organizational culture.

In schools, good culture is often mistaken for surface-level perks, like free dress Fridays, inspirational posters in hallways, or team-building events. While these elements CAN contribute to a positive environment, true culture is revealed in how staff and leadership act in moments of pressure and decision-making.

A great school culture is when educators, leaders, and staff consistently support one another, navigate challenges with resilience and collaboration, and remain committed to doing what's best for students, treating each other and families with professionalism, empathy, and integrity.

Strong and healthy school cultures take root when every educator, staff member, and leader feels a deep sense of purpose. They’re not weighed down by daily demands—they’re energized by the impact they make. When challenges arise, they come together with a shared commitment to problem-solving, support one another through the process, and take time to celebrate collective wins that move the school forward.

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Let’s dig deeper and look at an example…

A large urban school district once implemented an ambitious five-year strategic plan focused on improving student outcomes through data-driven instruction, tech integration, and teacher accountability. On paper, the strategy was airtight, aligned with national best practices, well-funded, and supported by external consultants.

However, within the first year, cracks began to show. Despite multiple training sessions and new systems being put in place, staff engagement was low, turnover increased, and student achievement remained stagnant. Why? Because the plan failed to address the toxic, top-down culture that had taken root in the district over the years.

Teachers felt micromanaged rather than supported, professional learning communities became compliance exercises, and building leaders were overwhelmed with mandates they weren’t part of shaping. There was no trust, psychological safety, or shared ownership of the strategy.

Despite the sophistication of the strategic plan, its implementation failed because the culture was never prepared to implement it. In the end, the district was forced to slow down, reassess, and invest in rebuilding trust and shared leadership.

So, again, without the culture intact, strategy fails.

Now, let’s shift to the second part of the message: Strategy Eats Multitasking for Dinner.

Once culture is strong and aligned, the next challenge is focus. In many schools and districts, well-meaning leaders juggle too many initiatives at once—new curriculum rollouts, tech tools, behavior frameworks, data systems—all launched in rapid succession. The result? Initiative fatigue, scattered energy, and inconsistent execution.

Multitasking is a quiet thief of performance. It forces educators and leaders to constantly switch between tasks, creating cognitive overload and increasing the likelihood of errors and burnout. Important initiatives only receive surface-level attention, and nothing gets done with the level of excellence it deserves. Multitasking spreads energy thin. When everything is a priority, nothing truly moves forward.

This is where strategy proves its power. A clear, well-communicated strategy eliminates distraction. It helps leaders and teams prioritize, align their efforts, and say “no” to what doesn’t serve the core mission. In essence, strategy eats multitasking for dinner—it devours the noise so that focus and follow-through can thrive.

When culture and strategy work in harmony, schools thrive. Culture sets the tone, shaping how people treat one another, respond to pressure, and stay anchored in purpose. But culture alone is not enough. Once you have a clear, coherent strategy built on a strong culture, that strategy should eliminate multitasking and fragmentation.

The most successful schools are those where culture fuels the work and strategy channels the energy, creating coherence, resilience, and impact. As you reflect and prepare for the months ahead, ask yourself: Is our culture ready to carry our strategy? And is our strategy clear enough to cut through the noise?

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