Is your organizational culture supporting your business strategy? If your answer to this question is no, you’re not alone. The research shows that most executives believe their culture doesn’t align to their business strategy.
According to the 2016 Global Human Capital Report, 86% of executives believe their company’s culture is an important or very important issue—but only 12% of those executives believe they are driving the right culture. To top it off, nearly 70% of the executives surveyed reported there was a disconnect between culture and strategy (2015 Korn Ferry executive survey).
We know great cultures are good for business. As organizations find it harder to attract and retain talent, high-performing cultures are now seen as a competitive advantage. According to Bersin, 95% of candidates believe culture is more important than compensation.
Focusing on organizational culture may be the single most important thing holding your company back from executing on its business strategy.
Changing an organization’s culture can feel daunting, in part, because culture isn’t owned by any one person (not even the CEO) or function (yes, we’re looking at you, communications and HR)—culture is owned by everyone. That’s the beauty of culture, but it’s also what makes this work so difficult.
Whether you’re just starting out or you’ve been focusing on culture for years, here are some baseline assumptions to keep in mind:
We’ve created a framework any organization can use as a starting point toward evolving culture. Download our playbook “Culture Change That Works” for a 5-step best practice approach to culture change with practical tips and activities to help you build a plan that works for your organization.
Need help getting employees on board with your change effort, contact us today to start a conversation about how we can help!