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In today’s environment of economic transformation and intensifying competition, corporate culture has become one of the key factors determining an organization’s operational effectiveness, the stability of its internal environment, and its capacity for strategic development. For large financial institutions operating in an environment of digitalization, regulatory constraints, and high standards, corporate culture has a direct impact on employee engagement, the speed of managerial decision-making, innovative activity, and the effectiveness of organizational transformations. This article examines the current state of Sberbank’s corporate culture, identifying its strengths and problematic aspects that hinder further improvements in organizational effectiveness. The conclusion is drawn that the improvement of Sberbank’s corporate culture must be systematic, phased, and strategically oriented, ensuring an increase in the quality of human capital management, growth in the organization’s adaptability, and the strengthening of its competitive advantages in the long term.
corporate culture, organizational culture, organization, organizational effectiveness
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