Corporate Culture: Measuring the Un-measurable

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About 80% of all mergers and acquisitions crash and burn—for two main reasons. The first is that technical processes such as IT don’t match. The second is that the corporate cultures don’t match. Companies almost always assess the first factor, but they normally don’t assess culture. Why not? Because they don’t know how.

Work culture is largely invisible to people inside an organization. But Kim Cameron, associate dean and Professor of Management and Organizations at the University of Michigan Ross School of Business, explains how his Competing Values Framework provides leaders with “the most reliable framework in the world for measuring culture.” He also tells how to align leadership competencies with culture for greater organizational effectiveness.

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