Organizational culture work is both incredibly challenging and immensely important. The very nature of culture, with its abstract, shared and dynamic characteristics, makes it a complex subject to tackle. However, most organizations know that understanding and shaping organizational culture is crucial for long-term success and sustainability.
Culture is not a tangible asset that can be easily quantified or measured. It’s a complex tapestry of shared beliefs, values, practices and behaviors that permeate every aspect of an organization. This intangibility makes it difficult for leaders and employees to be able to put their words to—it becomes more of a feeling or a sense, which is then difficult to talk about and to work on.
Further, culture is inherently shared, existing at the group level. It requires more than one person to experience and perpetuate it, making it a collective phenomenon that can’t be controlled by any single individual. This shared aspect adds more layers of complexity to attempts at cultural change or development.
Culture is also not static; it flows through an organization like a river. It influences and is influenced by every interaction, decision and process within the company. This pervasive nature means that cultural work must consider the entire organizational ecosystem, making it a comprehensive and often overwhelming task.
Another challenging aspect of culture work is its relative nature. Its effectiveness is relative to how well it aligns with and supports the organization’s goals. This relativity requires constant evaluation and adjustment to ensure there’s cultural alignment with strategic objectives.
Moreover, culture is enduring. It persists over time, attracting individuals who fit well within it and repelling those who don’t. This self-perpetuating quality can make cultural change a slow and challenging process and difficult for those who fit well within it to even see. It requires sustained effort and patience if you’re trying to change it.
Finally, culture is fundamentally human. It’s not about processes or workflows (though it does impact those), but about how people feel, connect, and find inspiration in their work. This deeply human element makes culture work both complex and rewarding, because it requires deep understanding and empathy for the individuals who make up the organization.
Given these characteristics, it’s clear why culture often seems mysterious and just out of reach for many leaders. But despite these many layered challenges, culture work is critically important for organizations to take on because of its immense power. Culture guides the behavior of every individual within an organization, influencing the smallest to the largest of employee decisions and choices. And a strong, well-aligned culture can be a significant competitive advantage as it drives innovation, employee engagement and customer satisfaction.
The importance of culture work can’t be overstated. Here’s why it’s worth the effort:
1. Supports company goal achievement: A well-developed, intentional culture aligns employee behaviors, systems and practices with organizational goals, driving performance and success.
A gourmet food business called Zingerman’s has developed a unique culture that directly supports its goal of providing exceptional customer experiences and high-quality products. The company’s “Path to Partnership” program allows long-term employees to become managing partners in new business ventures, which has led to the creation of multiple successful businesses under the Zingerman’s name, including a bakehouse, creamery and coffee company. By aligning the culture with organizational growth, the company has expanded from a single deli to a community of businesses with more than $60 million in annual revenue.
2. Drives internal and external perceptions: Culture shapes how a company is perceived both internally and externally, influencing its brand and market position.
Warby Parker, the eyewear company founded in 2010, has emphasized social responsibility and innovation in its culture. Internally, the company encourages employees to develop and lead social impact initiatives through its Warby Parker Citizen program. Externally, its “Buy a Pair, Give a Pair” program, which donates a pair of glasses for every pair sold, has become a core part of its identity. This cultural alignment has helped the company attract socially conscious employees and customers and establish a strong market position in the very competitive eyewear industry.
3. Ensures talent attraction and retention: An aligned and positive culture is a powerful tool for attracting top talent in competitive job markets. It also helps you keep the talent you’ve worked hard to attract and develop.
Software design firm Menlo Innovations has placed a large emphasis on its culture, prioritizing joy and collaboration. The company practices “extreme programming,” where all software coding is done in pairs, with programmers switching partners weekly. This approach has led to high employee engagement and retention. Menlo reports that many of its employees have been with the company for more than a decade, which is unusual in the tech industry. Additionally, the company’s culture has made it a sought-after employer, with many applicants specifically citing Menlo’s culture as their reason for applying.
Crafting a positive and aligned organizational culture is like sculpting with invisible clay. While it may seem elusive due to its intangible and ever-evolving nature, it silently shapes behaviors, ignites performance and breathes life into a company’s identity.
By understanding the complexities of culture and approaching it with patience, consistency, and a human-centric mindset, organizations can harness its power to achieve remarkable results. The journey may be difficult, but the destination—a thriving, aligned and high-performing organization—is well worth the effort.