Editor’s note: I thought this list is interesting for the way it measures and quantifies culture. There are also some stats theatre worth paying attention to. For example, 24% of organisations who have a successful culture – as measured by the index – have a female CEO or chairwoman versus 7% of Fortune 500 companies.
Editor’s note: This is an interesting piece on corporate values and culture. This research collected the official corporate values statements for more than 500 large organizations and compared these official values with how employees view their companies on common corporate values based on an analysis of more than 1.2 million Glassdoor reviews. The data shows no correlation between official values and corporate culture.
Editor’s note: Here’s a list of what to avoid in order to nurture a learning culture. Much of it is to do with modelling the right behaviours.
Editor’s note: This is a fascinating look at how attempts to change a company culture using values statements can back-fire. Just reading it makes you realise that organisations treat employees in peculiar ways and then wonder why things don’t work.
Editor’s note: Professor Alex Edmans, professor of finance at the London School of Economics, gave this talk at this week’s CIPD conference. He provides evidence to show that treating people well does pay for organisations.
Editor’s note: Anthropologist Grant McCracken looks at the importance of culture in the creative process. There’s an interesting point here for L&D. How does L&D draw from the organisational culture and contribute to it?
Editor’s note: This article makes the case for meaning and purpose at work and how they, along with play and potential, form the reasons why people work. if culture can maximise those elements, you will get more motivated staff.
Editor’s note: Interesting list backed up by some research. Point two should interest L&D: Employers invest in their employees.
Editor’s note: Small scale research but it shows something powerful – that culture really can affect behaviour. It is extraordinary to think that perfectly decent people can resort to negative behaviour thanks to the working culture.
Editor’s note: I like this idea of the CEO as chief culture officer – they have the power to hire, fire and reward and set the core values too. They have a lot of power, but how that power is distributed is what matters.
Editor’s note: Thanks to Nick-Shackleton-Jones for sharing this article on how to overcome cultural differences. The differences can be quite nuanced which means managers and leaders have to have a deep understanding of how to work with colleagues whose culture is different to theis.
Editor’s note: Nick Shackleton-Jones looks at the organisation through the lens of Daniel Kahnemann – is big data the saviour of organisational ‘culture’?
Editor’s note: L&D professional Dan Pontefract interviewed on his new book Flat Army.
Editor’s note: A look at those six components – vision, value, practices, people narrative, place – and how they make up a great working culture.