Positively impacting society on a global scale through culture awareness, education and action.

Culture is rapidly becoming a differentiator in business. We’ve historically thought of it as a means to attract talent. Increasingly it’s a way to attract customers too.

This opportunity to have Culture drive customer acquisition will bring into very sharp focus where – and who – in the C-suite should be held responsible and accountable for creating and nurturing culture.

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Dr Mark Powell, one of the co-authors of this article, is an unusual beast: a dancing management consultant. Mark has worked at partner level at several consultancies, including Accenture, KPMG and A.T. Kearney. He is also a world championship-winning Latin ballroom dancer, winning the WDC Open World Over-35 Latin Championship for two years running while he was a partner at KPMG.

In the course of his dance career, which began when he was studying Economics at Cambridge University, Mark came to realise that the techniques and mindsets that he used as a dancer to develop winning performances were very different from those that he tended to deploy in the world of business, but that those techniques and mindsets were entirely applicable to the workplace, and were potentially transformative.

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You can’t “do” culture change to your organization. Culture arises from the beliefs and underlying assumptions held by the people in the organization. Trying to change culture by decree or through training programs won’t affect people’s beliefs.

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The workplace drumbeat has been loudly beating about the advantages of employee engagement for several years now.

And why not? Who wouldn’t want employees who are so connected to their job and their organization that they would go above and beyond the call of duty to do whatever is needed without being asked to do it? That all sounds too good.

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Employee engagement is a hot topic in business these days, and for good reason. To put the issue into stark perspective, here are two statistics for you: 70% of U.S. workers have been found to be either not engaged or actively disengaged at work (Source: Gallup “State of the American Workplace” 2014 report); and increasing employee engagement investments by 10% can increase profits by $2,400 per employee, per year (Source: Workplace Research Foundation). Corporate learning researcher and advisor, Josh Bersin of Bersin by Deloitte, notes that “engagement has not gone up for the last 20 or 30 years.”

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What is reputational capital? How important is an organization’s reputation? Why is it important? What is its value? What is a key determinant of an organization’s reputational capital?

Let's explore these questions.

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