The importance of creating a role that is responsible for maintaining a company's culture and communicating it both inside and out.

Photo credit Consumidor Moderno

This week I took part in a #Tchat on employee engagement and specifically onboarding. (Thanks to Maria Gottschalk for including me.) I found myself arguing that onboarding should introduce new hires to the deep culture of the organization, the one that is buried in assumptions and largely hidden from view. Meghan Biro, a founder of Tchat, invited me to “break it down.” Here goes.

The corporate culture is a complicated culture. It gets reshaped every time a new leader storms the C-suite. (Marissa Mayer is transforming Yahoo now.) It is changed by a succession the managerial models (‘reengineering!') and buzzwords (‘tipping point!'). McKinsey and various other consultants introduce new ideas. Mergers and acquisitions bring in new ways of seeing and doing. The average corporate culture is a crowded house, an accumulation of ideas and practices.

EXCLUSIVE MEMBER CONTENT
PSFK provides access to this article and every report, case-study, interview, and analysis that we publish for our members. PSFK Professional Membership also unlocks accessto unlimited customized research assistance and our database of over 100,000 insights on innovation trendspanning across eight industry sectors—from culture and brand to retail and customer experience.
Already a members? Log in