Today’s organizations must transform in response to significant technological, market, and industry disruptions. Competitive pressures from factors such as new market entrants, reduced margins, and changing customer expectations have made it clear that companies that fail to keep up with the rapid pace of change will quickly become obsolete. Yet, in addition to transformational changes to business models, operating models, and enabling technologies, there is another critical component to transformational success: a strong corporate culture.
In years past, corporate culture has rarely been a strategic priority, largely due to misconceptions about what culture is or the value that it can drive for an organization. Culture has gained greater attention recently as evidenced by the fact that more than 80% of CEOs are now placing greater importance on it to sustain their organizations’ future. Yet, according to KPMG’s 2018 Future of HR Survey, only 30% of global HR executives indicated that culture will be a primary HR initiative in the next one to two years.
As part of our Future of HR series, Leila Shin, Managing Director, and Dylan Trakas, Manager, in KPMG’s People & Change practice discuss on this webcast how HR must move from reporting on culture to orchestrating, shaping, reinforcing, and sustaining it throughout the organization. Key points covered include: