Research summary
For the second year running, our research into the impact of workplace culture reaffirms why prioritising this is so critical.
82% of respondents with an excellent workplace culture say culture is very important to their organisation’s overall success.
This figure clearly demonstrates that investing in the culture of your business isn’t about feel-good initiatives, posters around the office or a one-off session at a company offsite. It’s about culture being recognised as one of the most powerful drivers of competitive advantage.
As the pressure grows for organisations to perform, innovate, and stay ahead, culture remains a strategic lever that cannot be overlooked. And the companies that understand this are already seeing the benefits.
The leadership advantage
Our research reinforces what many already know: leaders have a monumental influence on workplace culture. When leaders genuinely prioritise building a great culture, this leads to materially better business outcomes.
According to our data, in organisations where culture is a leadership priority, 84% of respondents say it’s very important to business success. Where it isn’t, that number drops to just 26%.1
So, what does this really mean? When leaders actively champion culture – through actions, decisions, and behaviours – they create the conditions for sustained performance and resilience.
Driving performance and business outcomes
On top of impacting employee sentiments, our research shows real evidence that culture directly influences business performance.2
78% of survey respondents believe culture has a positive impact on employee performance, while 74% say it positively affects financial performance.
Meanwhile, three quarters report higher productivity as a result of their workplace culture3, reinforcing the link between culture and an organisation’s overall success.
Is it any wonder that in every search assignment we conduct, cultural alignment is highlighted as a key consideration by clients and candidates? Clearly many business leaders recognise that great cultures are built through intentional action and consistent modelling from the top.
Room for improvement
While the data paints a promising picture, it also highlights that only 42% of respondents rate their workplace culture as excellent. This suggests that many businesses are falling short of the cultural foundation needed to consistently support high performance and employee engagement.
Equally telling, only 42% of respondents say culture is a top priority for their leadership team, emphasising a broader disconnect between leadership aspirations and the lived experiences of employees.
And, as echoed in our 2024 report, there’s still uncertainty around who owns culture. Without leadership alignment and accountability, even well-meaning efforts risk losing traction.
Prioritising culture
So, can these businesses turn this around? The good news is yes. Our data offers practical steps that leaders can take: It starts with clearly defining cultural values, communicating them with consistency, and embodying the behaviours that bring those values to life.
When leaders consistently role-model the values they expect from others, they set the tone, shaping how people interact, make decisions, and show up every day.
We’ll be sharing our recommendations, deeper data insights, and real-life experiences in our upcoming Whitepaper and #CultureHeroes series.
At Redgrave, we understand that culture isn’t just an HR priority but a leadership one. Across industries, we work closely with our clients to truly understand their values, ways of working, and what makes their culture distinctive. This depth of understanding shapes how we identify and engage leaders, ensuring we find individuals who not only bring the right experience, but also those capable of complementing and strengthening the culture our clients have worked hard to build.
Research methodology and notes:
Research conducted by Censuswide, on behalf of Redgrave Search with a sample of 1,519 white collar workers in the UK and USA (16+) between 24.10.2024 – 05.11.2024. Censuswide abides by and employs members of the Market Research Society and follows the MRS code of conduct and ESOMAR principles. Censuswide is also a member of the British Polling Council.
1‘It’s not a priority at all’ and ‘It’s not much of a priority’ responses combined.
2‘Significant positive impact’ and ‘Somewhat positive impact’ responses combined.
3‘My workplace culture significantly helps this (positive effect)’ and ‘My workplace culture somewhat helps this (positive effect)’.
