Corporate culture is important; everybody gets that. What is not as universally understood — at least, in action — is that the top-down emphasis on responsible business behavior in any organization is only as strong as its weakest link. In the end, the actions and deeds of managers up, down and across the enterprise either reinforce or undermine the tone articulated by executive and line management through policies and other communications.
In this issue of The Bulletin
, we explore the question, “Are organizations curious enough to really understand all aspects of their culture?” We discuss practical ways to facilitate such an understanding so that actionable steps can be taken.