Infographic: Why Culture Matters and How It Makes Change Stick
DeAnne Aguirre, Rutger von Post, and Micah Alpern

This graphic—based on findings from the 2013 Culture and Change Management Survey—highlights key findings, global perceptions of culture, top barriers to sustainable change, and presents a comprehensive picture of the survey demographic, which consisted of more than 2,200 participants around the world.



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CULTURE AND CHANGE
Why Culture Matters and How It Makes Change Stick

Cultural Outlook

84% 60%
think culture is more important than strategy or operating model

believe culture is critical to business success

51%
think a major overhaul is currently needed in their culture

35%
think their company’s culture is effectively managed

ONLY

Who’s driving the change?
Who SHOULD BE responsible for culture change?

Who IS in charge of culture change?

59% 14%
say all employees claim the CEO and other top leaders are currently responsible for change say all employees are currently responsible for change

43% 42%
say CEO and other top leaders

Why doesn’t change last?
Top reasons employees resist change:
Are skeptical due to past failed change efforts

Top barriers to change:

Competing priorities create change fatigue

Systems, processes, and incentives do not support change

Do not feel involved in the change process

Do not understand reasons for change

48%
agree – critical capabilities are not in place to sustain change

Creating sustainable change

67%
think that “change programs” have a positive impact

54%
of organizations are capable of sustainable change

ONLY

Focus on a critical few behaviors with the most cultural impact

Sustaining change:

Expand change capabilities beyond leadership and communication alignment

Activate informal levers, such as peer networks and storytelling

Global Snapshot
How various regions view culture and their ability to create lasting change

CRITICALITY How critical is culture to business success?

IMPORTANCE How important is culture in relation to strategy and operating model? CENTRAL AMERICA
88% 58% 70%
Critical Most Important Sustainable Change

SUSTAINABILITY Are your changes sustainable?

North AMERICA
87% 61% 56%
Critical Most Important Sustainable Change

Middle East and Africa
82% 55% 40%
Critical Most Important Sustainable Change

Geographies
Significant response levels from many regions:

44% 23% 17% 7% 5% 4%

North America Europe Asia/Australia/S. Pacific Middle East/Africa South America Central America

SOUTH AMERICA
84% 57% 60%
Critical Most Important Sustainable Change

Asia, South Pacific, and Australia
84% 66% 60%
Critical Most Important Sustainable Change

Europe
79% 57% 40%
Critical Most Important Sustainable Change

Survey Demographics

2,200+ 53%
respondents

Corporate Title

Company Size
72%
worked in companies that had 0-10,000 employees

Industry
34%
Other

15%
Retail

of respondents were management level or above

15%
Consumer

12% 17% 24%

C-Suite level Director level Manager level

28%

Large 10,000+

Engineering

12%

8% 7% 9%
Finance Healthcare Energy

Find out more here: www.booz.com/cultureandchange
Copyright 2013 Booz & Company Inc. All rights reserved.

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