NEW YORK, NY–(Marketwired – February 13, 2018) – Brand culture is always top-of-mind for the most successful and innovative CEOs and senior leadership. In fact, some CEOs like to call themselves the Chief Culture Officer; and that is a worthy goal. Brand culture is a process, not a project. Projects end while culture processes must live in perpetuity. By default, or by design, every notable brand has an active culture, each with a preponderance of positive and negative beliefs and behaviors, with average brands existing somewhere in between. Creating a very special humanistic culture that delivers consistent high performance from headquarters to the front-line seems like an unattainable goal to many senior executives, especially at large brands. Many see a false trade-off between high humanity and high performance. Like Uber’s culture, a culture can be toxic, and drown many good people in its wake. If the toxicity is allowed to flourish, enough negative factors will converge to take the brand down with it. It remains to be seen how Uber will fare. One thing is certain: until Uber creates a socially responsible and ethical culture that delivers fair value for all of the members of its ecosystem, its full potential will never be achieved. This applies to every brand, in all types of industries.
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