Return on Culture: Proving the connection between culture and profit
Assigning a measurable value to something as intangible and fluid as organizational culture - defined here as the often-unspoken rules that guide the behavior of leaders and employees alike - is a challenge for even the best-managed companies. To address this quantification gap, Oxford Economics worked with Grant Thornton to create an economic model that tracks how particular aspects of culture map to key performance indicators. This work was based upon a cross-industry survey of 500 executives and 500 employees in the United States.
Our study shows that organizational culture is more than a nice-to-have employee perk - it’s critical to business performance, influencing outcomes in collaboration, customer satisfaction, and engagement and retention - and, ultimately, financial performance.
Our economic consulting and thought leadership teams are world leaders in quantitative economic analysis and original, evidence-based research, working with clients around the globe and across sectors to build models, forecast markets, run extensive surveys, and evaluate interventions using state-of-the art techniques.
For questions about the findings or methodology, please contact our lead consultants on this project:
Associate Editor, TechnologyEmail
Assistant Managing Editor, Thought LeadershipEmail
Head of Consultancy, AmericasEmail
Technology Practice Lead & Deputy Director, Thought LeadershipEmail