Catalyzing organizational culture change
Many executives find it difficult to precisely articulate and deal with culture.
Indeed, Deloitte’s Global Human Capital Trends 2016 report, based on a survey of over 7,000 business and human resources leaders, found 82 percent of respondents view “culture as a potential competitive advantage,” while only 28 percent believe they “understand their culture well” and 19 percent believe their firm has the “right culture.” This is not surprising. Culture can be analogous to an iceberg or a reef, much of which is submerged under water, which can sometimes punch a hole through titanic corporate initiatives.
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