Deloitte insights1/8/2024 Understanding Trust at the Operating Level Organizations that proactively approach trust management in this way can build trust equity, helping create positive impacts on their bottom line and a layer of resilience protecting the organization against potential breaches of trust. Organizational trust also depends on the needs and perspectives of an organization’s different stakeholders-board members, investors, customers, suppliers, and employees-so the relative impact of trust-building actions should be framed and viewed through the lenses of these stakeholders as well. With this perspective, organizational trust should be built from the inside out, 3 through levers and actions that cut across the functional areas of a business, from product quality to data protection and financial integrity. And it should be managed much like other assets on the organization’s balance sheet, by considering its drivers and implications more deeply across the enterprise. It’s our contention that trust should be seen as a tangible, strategic, and critical asset, given the real, quantifiable value that it can bring to an organization. ![]() Recent research suggests that these companies can outperform the S&P 500 by levels as high as 30% to 50%. But the potential benefits for those companies that are considered trustworthy can be significant. ![]() Indeed, trust is commonly considered an abstract or even nebulous concept, and some organizations don’t prioritize trust or treat it with the same intensity and urgency as they do other business priorities. However, they often struggle to understand exactly how trust can be defined, managed, and measured. Many C-suite executives, including CFOs, recognize the need to build or rebuild trust in their organizations.
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