This is why your attempts to change your company culture are failing—and how to fix it

Phil Gilbert transformed the way 400,000 IBMers worked. Now he wants to fix your business’s culture. In 2010, Phil Gilbert was a longtime startup entrepreneur when IBM acquired the software company he ran. The “slower, process-oriented culture” was a struggle for someone who was used to the faster pace of startup life, he writes in his new book, Irrestible Change: A Blueprint for Earning Buy-In and Breakout Success. When IBM tapped him to lead a transformation of the company, it was a daunting task.