Companies that promote a healthy culture are better able to cope with change and survive crises. But how do we shape an organization that not only survives change processes, but also grows successfully?
A healthy organization is one that not only promotes the individual mental health of its employees, but also creates the structural and procedural conditions that enable a healthy way of working. One in which the culture and structures are geared towards resilience – from well-being to the clear assumption of responsibility.
The topic deserves our full attention, as current studies show how important health is in corporate management:
- Absenteeism Report 2024: Mental illness is now the most common cause of absences due to illness. A corporate culture that pays preventive attention to well-being can significantly reduce this absenteeism.
- Gallup Engagement Index 2024: Only 9% of employees in Germany feel strongly connected to their company. Companies that foster a health-oriented culture can significantly increase employee engagement and retention.
- McKinsey report on resilience: In times of uncertainty and crisis, it is clear that organizations with a stable health strategy are more flexible and resilient. They not only focus on the mental strength of their employees, but also on the structural adaptability that enables sustainable transformation.
- PwC study on corporate culture: companies with a strong, healthy corporate culture record higher productivity and lower staff turnover. They benefit from greater innovative strength and can implement change processes faster and more effectively.
Our tip: Health should be firmly integrated into the corporate culture as a core value.
In our day-to-day consulting work, we see first-hand how companies benefit from a holistic approach to health. It is not just about short-term measures, but about anchoring health aspects in the culture and structure in the long term.
5 recommendations for action to use health and safety as a value driver:
- Healthy organization as part of the corporate strategy: Health and well-being should be anchored as a strategic value in the corporate vision. It is important to consider both the individual well-being of employees and the structural and procedural framework conditions.
- Anchoring responsibility in the management culture: Managers play a central role in promoting a healthy corporate culture. They must not only act as role models, but also actively take responsibility for the health of their employees. Studies show that a management culture that promotes mindfulness and well-being increases productivity and commitment.
- Integration of health measures into change processes: In change situations where stress and uncertainty increase, proactive measures must be taken to promote wellbeing. These include regular well-being check-ins, mental health programs and structured work processes that reduce stress.
- Strengthen structural prevention: Health should not only be seen as a question of well-being, but also as part of the organizational structure. Work processes, communication and hierarchies should be transparent and stress-free. A healthy organization is characterized by clear responsibilities and an open error culture.
- Encourage participation and personal responsibility: Employees should be given the opportunity to actively contribute to the health strategy. Co-determination and personal responsibility create a culture of participation that not only increases well-being, but also promotes commitment and identification with the company.
Especially in times of crisis, it becomes clear that health and safety are more than just individual issues – they are fundamental building blocks of a functioning organization. Companies that invest in these areas create a more stable and resilient structure. Not only can they cope better with crises, they can also grow from them in the long term. We are happy to help.