Regularly, stories appear in the media about misconduct within organizations, varying from bad interaction with employees or customers to fraud. This often leads to questions, such as: Could this also happen to me? How do I prevent fraud or undesirable behaviour? Or even better: How do I create a sustainable culture in which employees flourish and where customers like to do business with me?
Continue reading or contact Aike Hoekstra
Culture and behaviour are crucial success factors for organizations: they contribute to the realization of strategy, determine whether people enjoy going to work, and how they interact with each other, customers and other stakeholders. Culture is essential within the organization, but the outside world also has a growing interest in it. The Dutch Corporate Governance Code explicitly demands attention for this subject, as are several regulators in the financial sector, the food sector and the healthcare sector.
The desired culture, usually laid down in strategic objectives, codes of conduct or other regulations, does not always correspond with the actual culture on the workplace. Think of topics that are considered to be very important, but still fall off the agenda due to lack of time. Opinions such as 'making mistakes is not allowed in our organization' or 'the top executives do not know what is going on' are cultural signals. Misconduct within companies are often a result of a gap between desired and actual culture. The other way around is also true: sustainably successful organizations are characterized by the fact that the desired and actual culture overlap in many areas.
In every organization, there are ‘buttons’ you can turn in order to reduce the gap between desired and actual culture. We can help you find these buttons through the following instruments:
© 2015 - 2020 PwC. PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.