Culture can influence organization developmentCulture is not the way we do things around here. Culture is which we cooperate and the through we view the organization. If we view an organization as a system of interacting and interrelated part, culture defines, creates and supports that system.‧IBM computer organizational culture influences whether it's computers will be out dated feeling to computer consumers. For IBM computer example, IBM had brought to change a culture means changing our fundamental view of how the world works. However, IBM ran into serious financial difficulties in the late 1980 and early 1990s in large part because it was unwilling to change the ways in which it was approaching the computer market, even though the market was rapidly changing around it to break with tradition.How is culture created to IBM? Stephen, R.B(2011) indicated IBM founder, or the influential leader, had reinforced the values of culture. When he worked for IBM many years ago, he discovered the IBM leader was one considerable person to his employees. Such as one case, how when an IBM employee was badly injured and his family killed in a car accident, the leader Tom Watson was there at the hospital when the man woke up, promising to cover the medical bills and do whatever he could. Hence, he can let IBM employees feel that IBM was seem to their home family. Hence, what makes a successful culture to IBM ? Stephen, R.B(2011) also showed that a culture is successful if it is in harmony with its environment and unsuccessful if it it unable to function in its environment. The environment is the world in which the culture operates. So, when environment changes faster than cultures. When the environment changes, the mechanisms of the culture may no longer be valid. Such as the advent of the PC changed the business environment for IBM, and the company found it difficult indeed to adjust. Today, with the accelerating shift from desktop computers to mobile devices and the Internet, Microsoft is still. In 1992, IBM had a loss for the first time, closed down numerous divisions. However, IBM's culture contained a very strong ethic of " analyze the problem, determine the solution, and execute the solution even, if it 's unpleasant." IBM realized that it needed a fresh perspective, so it brought in Lou Gerstner, the first non-IBM to become CEO. As Ed Schein points out, Gerstner came from a very similar marketing background to IBM's founder, Tom Watson, Sr. Gerstner didn't so much change IBM's culture as revitalize an aspect of it that had become dormant. Over the year, IBM's engineering culture had become dominant, and the marketing culture had benefit to become into the background.