Article

Culture as a competitive advantage

High-performance companies have strong cultures that reflect their values and goals.

著者：Paul Meehan, Orit Gadiesh, and Shintaro Hori

First published on 1月 01, 2006
min read


In a recent Bain & Company survey, more than one-third of executives worldwide did not agree with the statement, "Our stated values effectively drive frontline actions, even when no one is looking." For a relative handful of world-class performers, however, the picture looks different. These companies inspire loyalty from employees, who want to stay and be part of a team. They generate commitment to go the extra mile, to do the right thing rather than just the easy thing. How do these standouts ensure that everyone acts in the best interests of the company? The answer: culture.

In a recent Bain & Company survey, more than one-third of executives worldwide did not agree with the statement, "Our stated values effectively drive frontline actions, even when no one is looking." For a relative handful of world-class performers, however, the picture looks different. These companies inspire loyalty from employees, who want to stay and be part of a team. They generate commitment to go the extra mile, to do the right thing rather than just the easy thing. How do these standouts ensure that everyone acts in the best interests of the company? The answer: culture.