Why Misunderstanding Beliefs Undermines Corporate Culture

Marcus Collins, a marketing professor at the University of Michigan, discovered that HR executives often define culture in abstract jargon, confusing values with underlying beliefs. He contends that culture should start with a company's fundamental truths rather than a list of aspirational values. Using Wells Fargo's early-2000s account-opening scandal, he illustrates how a mismatch between proclaimed values and actual beliefs can drive harmful behavior.

By contrast, Patagonia demonstrates a culture built around a clear belief in minimizing environmental impact. Collins advises HR leaders to pinpoint their organization’s guiding belief and verify that daily actions reflect it, urging a shift in how CHROs conceptualize culture.