Many believe that a change in strategy is a change in culture. Using the word “culture,” interchangeably with “strategy,” has created confusion about how you differentiate the two: strategy and culture. Since corporate culture is the foundation for the employee experience (EX) and, in turn, employee engagement (EE), the need to correctly identify what culture is and what is strategy. You can find articles and books that say they have identified the definitive characteristics of a robust, meaningful culture. They also say or imply that their definition is the real foundation for a “good culture.” Can there be a simple formula for defining a universally “good corporate culture”? This session provides a perspective on the answer to why a great place to work for one person might not be an excellent place for a second person. This session draws on different corporate cases to exemplify the point that culture is not an allusive or aspirational ideal but a tangible reality, a reality that will impact retention, discretionary effort and productivity.