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Why Company Culture Belongs to CEOs, Not HR
In the corporate world, “company culture” has become a buzzword so overused it risks losing its meaning. Yet, beneath the surface lies a fundamental truth: company culture is not an HR problem – it’s a CEO’s responsibility.
While companies often celebrate CEOs, strategies, and products during good times, they rarely acknowledge that poor culture is the root cause of many business failures. A stark Gallup poll reveals a disturbing statistic: only 33% of employees are truly engaged at work. This widespread disengagement isn’t just a minor inconvenience – it’s a critical business problem.
Far too many organizations treat culture as a “soft” initiative, relegating it to HR departments or attempting to solve it with superficial perks like free snacks. However, culture is far more than workplace amenities – it’s the force that shapes every organizational aspect. Like an iceberg, culture has visible elements (behaviors and actions) and invisible foundations (shared mindsets and beliefs). The 90% beneath the surface determines how people truly behave and make decisions.
The consequences of underestimating culture are catastrophic. Leaders who prioritize spreadsheets over human connection will find their workforce disengaged and demotivated. Those who chase fleeting fads without a genuine commitment to employee well-being will create toxic environments that poison company morale.
In today’s high-stakes business environment, CEOs cannot afford to underestimate culture. It’s not just a line item to delegate – it’s the strategic asset that drives long-term success.
The data speaks for itself: companies with strong cultures were 1.5 times more likely to have experienced average revenue growth of over 15% for the past three years. Gallup reports that organizations with high employee engagement are 18% more productive. These statistics underscore a profound reality – culture is not an HR problem, it’s a CEO’s responsibility.
It’s time for leaders to stop pretending that culture is someone else’s concern and take ownership of their organization’s values and beliefs. The buck stops at the top.
Source: www.forbes.com
