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Context matters when assessing a culture's strategic effectiveness. Leaders must simultaneously consider culture styles and key organizational and market conditions if they want their culture to help drive performance. Region and industry are among the most germane external factors to keep in mind; critical internal considerations include alignment with strategy, leadership, and organizational design. The values of the national and regional cultures in which a company is embedded can influence patterns of behaviour within the organization. 41 Companies operating in countries with low levels of uncertainty avoidance, such as the United States and Australia, place a greater emphasis on learning, purpose, and enjoyment. Such external influences are important considerations when working across borders or designing an appropriate organizational culture. Varying cultural attributes may be needed to address industry-specific regulations and customer needs. 42 Organizational cultures in financial services are more likely to emphasize safety. 43 In contrast, nonprofits are far more purpose-driven, which can reinforce their commitment to a mission by aligning employee behaviour around a common goal. Strategic considerations related to a company's life cycle are also linked to organizational culture. Companies with a strategy that seeks to stabilize or maintain their market position prioritize learning, whereas organizations operating with a turnaround strategy tend to prioritize order and safety in their efforts to redirect or reorganize unprofitable units. It is hard to overestimate the importance of aligning culture and leadership. The character and behaviours of a CEO and top executives can have a profound effect on culture. Conversely, culture serves to either constrain or enhance the performance of leaders. 44 For individual leaders, cultural fit is as important as capabilities and experience. We see a two-way relationship between a company's culture and its particular structure. In many cases, structure and systems follow culture. 45 However, a long-standing organizational design choice can lead to the formation of a culture. Because the latter is far more difficult to alter, we suggest that structural changes should be aligned with the desired culture. A. For example, we find differences between companies that adopt a differentiation strategy and companies that pursue a cost leadership strategy. B. We find, for example, that companies operating in countries characterized by a high degree of institutional collectivism, such as France and Brazil, have cultures that emphasize order and safety. C. For example, companies that prioritize teamwork and collaboration might design incentive systems that include shared team and company goals along with rewards that recognize collective effort. D. A comparison of organizations across industries reveals evidence that cultures might adapt to meet the demands of industry environments. E. Although results and caring are key cultural characteristics at both types of companies, enjoyment, learning, and purpose are more suited to differentiation, whereas order and authority are more suited to cost leadership. F. Given the increasingly complex regulations enacted in response to the financial crisis, careful work and risk management are more critical than ever in this industry. G. Our own data from executive recruiting activities shows that a lack of cultural fit is responsible for up to 68% of new-hire failures at the senior leadership level.