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Executive column: Cultural transformation starts when leaders listen
Marina Tusin, the president director of PricewaterhouseCoopers Indonesia, spoke to The Jakarta Post about guiding change toward a more productive corporate culture.
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Marina Tusin, president director of PwC Indonesia (PwC Indonesia/File)
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ricewaterhouseCoopers (PwC), a multinational business consultancy, defines corporate culture as "the self-sustaining patterns of behaving, feeling, thinking and believing" that determine" how things are done in a company.
Corporate culture covers every unwritten rule and procedure that answers questions, such as: When is the best time for a meeting? Where is the best place for coffee? Who is the strictest boss? Who is the most popular employee? These answers, albeit unwritten, have a significant effect on work dynamics.
PwC released in April the results of a global survey that found that even though 71 percent of corporate leaders (managers to executives) said they cared about building work-conducive cultures, only 48 percent of employees agreed with them.
Marina Tusin, president director of PwC Indonesia, said that the dissonance arose from inconsistencies between what leaders say and what they do. This could be a director saying he prioritizes human resource development, yet keeps training budgets to a minimum, or a manager stressing the importance of punctuality, yet comes late to meetings.
To find out more about building an ideal corporate culture, The Jakarta Post met with Marina at the consultancy's new office in Central Jakarta. Below is an excerpt from the interview.
What is the PwC’s global survey, and who is it for?
This year’s Katzenbach Global Cultural Survey was conducted in 2018 with over 2,000 respondents from over 50 countries. It is conducted once every five years. We interview employees in managerial positions and upwards. It’s mainly targeted at professional service companies.
