Identifying and Responding to a Dysfunctional Culture
Key Actions for Boards
Loss of clients, mass employee walk-outs, shareholder lawsuits, stock price drops, CEO and executive turnover, and countless daily instances of organizational inefficiencies – these are just some of the recent impacts of cultural dysfunction.
An organization’s culture is recognized as a critical element for success and differentiation. It can be the rocket fuel for delivering value to stakeholders.
However, a dysfunctional or toxic culture can lead to daily instances of under-performance across the organization, damage a company’s reputation, put the organization in breach of laws and regulations, and be very costly to resolve. Highly publicized incidents of negative, dysfunctional or toxic culture over the past 18 months have many boards asking: could this happen here?
A new report from Marsh McLennan and Companies, in cooperation with members of WomenCorporateDirectors, Identifying and Responding to a Dysfunctional Culture: Key Actions for Boards, provides 15 actions directors can take to get insights on the organization’s operating environment and guide leadership in setting and sustaining the right culture for the organization.
Tapping into the experience of global members of WomenCorporateDirectors, this paper arms directors and other corporate leaders with the right questions to ask and the types of data, incidents, and trends to track to draw out a real picture of the organization’s culture.
Download the report to learn more and contact us to discuss how we can help your organization build a strategy-supporting culture.
Featured WCD members:
Kapila Anand (US), Vuyiswa M’Cwabeni (Germany), Nilsa Mahon (Puerto Rico), Phyllis Campbell (US), Kay Dryden (US), Ana Paula Pessoa (Brazil), Liz Coutts (New Zealand), Susana Elespuru (Peru), Joanna Perry (New Zealand), Kathleen Crampton (US), Liselotte Engstam (Sweden), Bonny Simi (US), Molly Coye (US), Jill Kanin-Lovers (US), Davia Temin (US), Paula Lupriore (US) and Avanthi Shah (US).