PwC's "Why do boards need to know their company’s culture? Hint: to make sure it’s an asset, not a liability" is chock-full of useful tools that management and boards can use to evaluate, monitor and influence the corporate culture - including a sample culture "thumbprint" to help understand the strengths and challenges associated with the current culture's dominant characteristics, sample monitoring metrics, and a illustrative culture dashboard, as shown here:
The publication also identifies logical allocations of culture oversight responsibilities among each of the key board committees in the context of the full board retaining primary oversight responsibility, which - according to the Society/Deloitte Board Practices Report, is by far the most common oversight structure, as shown here:
How are the following risks allocated among the board and its committees? [Select all that apply]
See also our prior reports: "State Street Prioritizes & Gives Guidance on Corporate Culture" and "BlackRock to CEOs: Purpose Drives Profit"; Corporate Counsel's "How Are Your Corporate Culture Management Efforts Going?" - wherein Deloitte gives guidance to GCs/CLOs charged (expressly or inherently as part of the role) with corporate culture management responsibilities; and additional information & resources on our Corporate Culture and Human Capital/Workforce Management pages. This post first appeared in the weekly Society Alert!