THRUUE believes that culture is a competitive differentiator, and we are not alone. High-performing organizations thoroughly know their cultures and give them sustained, detailed attention from the bottom up and the top down.
THRUUE believes that culture is a competitive differentiator, and we are not alone. High-performing organizations thoroughly know their cultures and give them sustained, detailed attention from the bottom up and the top down. But while 91% of CEOs believe that culture is important, only 15% believe their own organization’s culture is where it should be—all the more reason for leaders to intentionally measure and manage their cultures.
For some leaders, culture is as intuitive as their own name. For others, it is difficult to wrangle. Either way, it must be measured and managed because an unhealthy culture can directly translate into human capital issues, reputation damage, compliance risk, and other barriers that limit an organization’s ability to grow and remain relevant.
As a consultancy operating at the intersection of strategy and culture, THRUUE is always excited to talk with leaders and other experts about the power of aligning your people to your big ideas—which we believe is the key to unlocking innovation. Earlier this month, we had such an opportunity when THRUUE’s Daniel Forrester sat down with the RANE Network to discuss how and why organizations should be managing their culture.
Excerpts from the interview can be found here, covering seven topics:
- The definition of organizational culture
- Common misconceptions about culture
- Why culture matters
- The difficulty of fixing problem cultures
- Identifying, measuring, and understanding a company’s culture
- Building a better culture
- Taking responsibility for culture