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Describes the Johnson & Johnson culture and the corporate systems, structures, and procedures which reflect and promote it. The principal teaching objectives are to gain an understanding of the impact a strong culture can have on strategic decisions and to consider how such cultures might be managed.

The main issue has to do with the lack of fit or incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management's efforts to resolve the contradictory requirements of strategy and culture. A second major issue concerns the challenge facing a general manager who has been given responsibility for operationalizing the forced solution.