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.
Learn which cultural attributes are most related to business performance