Return on Culture: Proving the connection between culture and profit
Assigning a measurable value to something as intangible and fluid as organisational culture – defined here as the often-unspoken rules that guide the behaviour of leaders and employees alike – is a challenge for even the best-managed companies. To address this quantification gap, Oxford Economics worked with Grant Thornton to create an economic model that tracks how particular aspects of culture map to key performance indicators. This work was based upon a cross-industry survey of 500 executives and 500 employees in the United States.
Our study shows that organisational culture is more than a nice-to-have employee perk – it’s critical to business performance, influencing outcomes in collaboration, customer satisfaction, and engagement and retention – and, ultimately, financial performance.
Read the Return on Culture: Proving the connection between culture and profit report
Visit the interactive website for the report
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