Of course, all of this applies especially to certain kinds of organizations—
clearly those more "missionary" in nature, with rich cultures;
also to large, established organizations whose stagnant cultures reinforce
their long-standing strategies. The cultural school also seems
most applicable to particular periods in the lives of organizations. This
includes a period of reinforcement, in which a rich strategic perspective
is pursued vigorously, perhaps eventually into stagnation. This generally
leads to a period of resistance to change, in which necessary strategic
adaptation is blocked by the inertia of established culture, including its
given strategic perspective. And perhaps this school can also help us to
understand a period of reframing, during which a new perspective develops
collectively, and even a period of cultural revolution that tends to
accompany strategic turnaround.