Organizational Culture and Strategy Execution in Nigerian Commercial Banks

This study examines the influence of organizational culture on strategy execution effectiveness in selected Nigerian commercial banks. Bank strategy execution failures in recent years have been linked to cultural misalignment, making this an important area of investigation. The research employs a descriptive survey design targeting strategy implementation officers, department heads, and senior managers of seven commercial banks with branches across the South West and North Central zones. A total of 120 respondents were selected using stratified sampling. Primary data were collected through a validated questionnaire measuring cultural dimensions including shared values, risk orientation, innovation tolerance, and teamwork norms. Data were analyzed using descriptive statistics and multiple regression. Findings indicate that banks with strong clan and adhocracy cultures are significantly more effective at executing adaptive strategies that require cross-departmental collaboration and innovation. In contrast, banks characterized by hierarchical cultures face slower strategy execution cycles and higher implementation resistance. The study further reveals that culture change interventions aligned with strategic priorities improve execution success rates by measurable margins within two-year periods. The research concludes that Nigerian commercial banks must consciously manage their organizational cultures as a strategic enabler rather than treating culture as background noise. Keywords: organizational culture, strategy execution, commercial banks, Nigeria, cultural alignment.