Report: Deloitte's Organizational Culture and Its Impact

This report delves into the organizational culture of Deloitte, a multinational professional services network. It begins by defining organizational culture and its influence on business operations. The report then examines Deloitte's specific organizational culture, highlighting its global presence, emphasis on innovation, and commitment to employee development. It explores how Deloitte adapts its culture to different regions, considering the cultural nuances of countries like the UK, Brazil, and Japan. The report discusses the effects of cross-cultural differences on communication, workplace etiquette, and organizational hierarchy. Finally, it concludes by emphasizing the importance of understanding and managing these differences for multinational companies like Deloitte, and referencing relevant literature on the topic. The report also provides a glimpse into the impact of organizational structure and the need for continuous training to accommodate foreign business environments.

International Management

Table of Contents
•Introduction
•Organizational Culture
•Organizational Culture of Deloitte
•Effects of cross cultural differences
•Conclusion
•References

Introduction
• Organisational culture is the style of operations within a company.
• Deloitte is a British multinational professional services network. It was founded in 1845 and has its
headquarters at London, UK.

Organisational Culture
• It refers to set of values, beliefs and behaviours that determine interactions between management and
employees.
• It is influenced by many factors such as culture of the country in which it operates, economic trends in market
and industry of the organisation, products and size of the company, etc.

Organisational culture of Deloitte
• Deloitte is a company which serves globally.
• Encouraging innovations, delivering holistic client solutions and prioritising respect
and development of its people and culture form part of common culture of Deloitte.
• Deloitte UK
 It has its own chain of command, span of control and centralization and
decentralization in formal organisational structure.
 Management pays a lot of attention to details and dimensions that their clients require
and encourages their consultants to take risk and get out of the box solutions

Continued…
• Brazil is a traditional country which reflects in its organisational culture as well.
• Japan has a unique business culture. They believe in infusing modern values with their ancient traditions to
form their business culture.
• Germany has a common and very well defined business culture.

Continued…
• Deloitte’s style of operation pre-dominantly stems out from their UK culture only but it makes necessary
changes as per local culture.
• Deloitte follows smart business structure.

Effects of cross cultural differences
Culture differences affect below mentioned areas most:
• Communication
• Workplace etiquette
• Organisational Hierarchy

Conclusion
Culture of an organisation is a system of common belief that reflects the core values of a company. Organisational
culture develops around its organisational structure. Multinational companies often face problem in maintaining same
culture throughout (Mostafa, 2016). Biggest problem they face are cross cultural differences. They evaluate local culture
and adopt those values in their work culture to create a localised culture. They also provides multiple trainings to their
expatriates to adapt to foreign business environment.

References
• Al Saifi, S.A., 2015. Positioning organisational culture in knowledge management research. Journal of
Knowledge Management.
• Mostafa, N., 2016. Developing talent for the new organisation. Training & Development. 43(4). p.12.
• Ombler, K., 2018. 2018 Deloitte IPANZ Public Sector Excellence Awards. Public Sector. 41(3). p.10.
• Sankuri, A. and Verma, A.K., 2016. Acquisition guide to overcome cultural and structural challenges in the
acquisition spree of big four accounting firms.

Thank
You