Most business leaders know that culture is important, but nearly 75% say they have no process for measuring it and have not adopted an analytical, systematic approach to evaluating it. Most also think they have a strong sense for what their employees’ value in the cultures of the organizations in which they are work (most are wrong).
The lack of a clear, quantitative connection between culture and business performance is often cited as a reason for inaction. Culture, particularly a truly distinctive and differentiating one, is often seen as innate rather than something to be cultivated.
But is culture really so intangible and inherently qualitative?
Grant Thornton, in partnership with Oxford Economics, initiated a proprietary research project to explore the linkage, drivers, and impacts between corporate culture and business performance. Join us for this webcast as we reveal the key findings and share what gives rise to strong corporate cultures and explore the strategies for measuring and improving them.
- Identify the attributes of a strong culture and learn how that translates into business impact
- Recognize the gaps between employee and executives views on culture and discuss actions to close them
- Describe how to measure and evaluate organizational culture in a systematic manner
Download this webcast presentation
- Erica O’Malley, National Managing Partner, Organizational Strategy, Grant Thornton LLP
- Chris Smith, Managing Principal, Strategy & Transformation Practice, Grant Thornton LLP
- Adrianna Gregory, Oxford Economics, Assistant Managing Editor
- Michael Reid, Oxford Economics, Senior Economist
Please note: CPE credits are not awarded for webcast replay.
Recommended Field of Study:
Business Management & Organization
Group - Internet
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