Culture is critical for corporate success and corporate responsibility, yet is widely seen as impossible to measure. Researchers at the London School of Economics have developed a method that could put corporate culture under the same empirical scrutiny as profit and loss
Widely attributed to management guru Peter Drucker, the maxim ‘culture eats strategy for breakfast’ is a business truth now universally acknowledged. The gist is that strategy without a compatible culture is doomed. This is not management consultancy snake oil: the evidence backs him up. Research by psychologists and management scholars increasingly finds a positive relationship between organisational culture and organisational effectiveness.
Culture acts as a brake on firm-level choices that can’t be regulated in advance. And, as the world becomes increasingly characterised by volatility, complexity and uncertainty, culture will become more important.
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