Organization culture, a unique productive resource of the firm, is often the most important contributor to corporate performance and growth. This resource, however, is rarely measured internally, nor reported to investors, thereby seriously hampering both managerial resource allocation efforts and investors' decisions.

The Bottom Line On Organizational Culture draws upon 25-years' of data gathering from 9,000 independent company's or operating units and two million employees worldwide. The presentation covers seven well-designed and executed research studies that converge on the same finding: organizational culture - which is the summation of all human resources structures, systems, technologies, policies and developmental efforts - contributes significantly to corporate value.

The Bottom Line On Organizational Culture research presentation rests upon $2.4 million of in-field analytics to make the critical links to justify - from a hard, financial perspective - the fiscal prudence of investing in human capital. Human resources executives have successfully tailored this presentation to substantiate their human resources plans and budgets from an investment-worthiness perspective with their CFOs and other line executives and finance partners.

The presentation comes as a CD portfolio. The PowerPoint presentation can easily be customized to suite your specific needs. It includes:

• A 51 page MS PowerPoint presentation on CD
• Comprehensive, page-by-page speaker's notes
• Slide-by-slide audio narration by LeadFirst's Chief Executive Officer, Gerard F. McDonough
• The executive book summary of Firms Of Endearment
• Up to two hours of one-on-one coaching on how to interpret the research findings and present them for credibility and impact. This coaching support is delivered by a LeadFirst Executive Consultant.

The presentation content…

• Defines organizational culture as an "intangible asset" of enormous value.
• Demonstrates a means by which to define organizational culture with great precision and to measure it, period-over-period, as one would financial performance.
• Presents the findings of seven well-designed, well-executed research studies that empirically connects organizational culture to corporate value indices.
• Defines the characteristics of the highest-performing enterprise cultures, again, from an economic value perspective.
• Provides a means by which to situate any human resources initiative in the context of impact on organizational culture and to link it to the outcomes line executives care most about.
• Empirically links organizational culture to performance on three levels: (1) enterprise performance, (2) team performance, and (3) individual performance.
• Provides a systems view of organizational culture and how it works.
• Isolates the vital few causal antecedents of creating a high-performance, high-value culture.
• Presents a compelling strategic case for organizational culture as a defensive, economic moat that secures the enterprise from margin erosion.
• Provides a fail-safe system for effectively and efficiently migrating corporate culture to a more valuable state and keep it there.
• Suggests a effective monitoring system that will align organizational culture, as a critical "health metric" of the firm, with other, seemingly competing, metrics.
• Provides an effective implementation model for managing culture as an "intangible asset" and improving the value of this asset in a systematic way.
• Addresses the issues of sub- and counter-cultures.
• Suggests a means by which organizational culture can be integrated to the performance management system, thus making culture every manager's job.

The Bottom Line On Culture is guaranteed to enhance your ability to present the "soft side" of the business with a hard economic edge, thereby increasing the probability that your human resources plans and investment proposals will be taken seriously by CFOs and line executives.