Thank you for an interesting article. You wrote “CEOs have talked about culture as a theoretical construct without finding ways to manage it just like they manage any other critical asset. With these tools, culture should become a critical part of your toolbox as a CEO”. I believe to have a reasonably accurate measurement of a corporate culture, an organization needs to have a true and a singular corporate culture and not one culture for the “leadership” and another for the front-line employees. For a CEO to be able to measure the corporate culture, the leadership needs to be close to the pulse of the organization, close to the people who on a daily basis execute the organization’s mission. Leadership needs to be in the trenches with the troops and not in the Ivory Towers. Only then the CEO might be able to get a reasonably accurate reading of the corporate culture.
Inge Thulin, 3M Company
James K. Kamsickas, Dana Incorporated
Michael B. Polk, Newell Brands, Inc.
Oliver Bäte, Allianz SE
Andrew Liveris, The Dow Chemical Company
Geisha Williams, Pacific Gas & Electric
Brian Moynihan, Bank of America Corp.
Edward Breen, . DuPont de Nemours & Company
David Taylor, Procter & Gamble Company
Zhang Yue, BROAD Group
Jeffrey Immelt, General Electric
Feike Sijbesma, Royal DSM
Denise Morrison, Campbell Soup Company
Lloyd C. Blankfein, The Goldman Sachs Group, Inc
Marc Benioff, Salesforce
David W. MacLennan, Cargill Inc.
William Brown, Harris Corporation
Jean-Pierre Clamadieu, Solvay
Michael L. Corbat, Citigroup, Inc.
Alex Gorsky, Johnson & Johnson
Elon Musk, Tesla
James Quincey, The Coca Cola Company
Jamie Dimon, JP Morgan Chase
Paul Polman, Unilever
Wendell Weeks, Corning Incorporated
François-Henri Pinault, Kering
Richard Branson, Virgin
Tom Linebarger, Cummins Inc.
James Gorman, Morgan Stanley
Robert A. Iger, The Walt Disney Group