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O P I N I O N
Curating company culture
It’s a daunting task, but can result in an energized, unified organization that can withstand setbacks while gaining strength.
C ompanies with a highly engaged workforce have seen a 19.2 percent increase in operating income; highly engaged staff are 87 percent less likely to leave an organization; companies with high staff morale have seen a 16 percent stock price increase compared to low morale companies. But if a company’s culture is weak, fragmented, and internally divisive – that firm has little chance for long-term survival, let alone long-term success.
Jennifer Reeves GUEST SPEAKER
business lines, skill sets, markets, regions, and languages truly unify under a single banner? The answer is a three-step process: diagnose the existing culture, architect the desired culture, and engage your staff in the change. of the company’s history and the various behaviors that have become ingrained in the company’s operational style.” “Changing culture is complicated because, at its core, it is a byproduct
Culture – whether intentional or accidental, good or bad – exists in all companies. It’s the largely unspoken set of values and norms governing what the organization considers to be appropriate behavior. It manifests itself in the day-to-day attitudes and actions of employees, but is shaped and driven by a company’s leadership. So, what can you do if you realize that your culture is due for a change? Changing culture is complicated because, at its core, it is a byproduct of the company’s history and the various behaviors that have become ingrained in the company’s operational style. This challenge is multiplied in a large, diverse company, which is likely home to a variety of cultures needing unification rather than one single culture needing a refresh. How does an organization with diverse
See JENNIFER REEVES, page 4
THE ZWEIG LETTER January 7, 2019, ISSUE 1278
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