Working on organizational culture is both extremely rewarding and extremely important. The very nature of culture, with its abstract, communal, and dynamic characteristics, makes it a complex subject to address. However, most organizations know that understanding and shaping their organizational culture is critical to long-term success and sustainability.
Culture is not a tangible asset that can be easily quantified or measured. It is 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 express in words. It becomes more like an emotion or feeling, and it becomes difficult to talk about or work on.
Furthermore, culture is shared in nature and exists at the group level. It takes multiple people to experience and perpetuate it, making it a collective phenomenon that no single individual can control. This common dimension further complicates attempts at cultural change and development.
Culture is not static either. It flows like a river through an organization. It influences and is influenced by every interaction, decision and process within the company. This broad nature means that cultural work must consider an organization's entire ecosystem, making it comprehensive and often demanding work.
Another difficult aspect of cultural activity is its relative nature. Its effectiveness is related to how well it fits and supports the organization's goals. This relativity requires continuous evaluation and adjustment to ensure culture is aligned with strategic goals.
Furthermore, culture is permanent. It persists over time, attracting individuals who fit well into it and alienating those who don't. This permanent nature makes cultural change a slow and difficult process that can even be difficult to understand for those who are well-adapted to it. Changing that requires continued effort and patience.
Finally, culture is fundamentally human. It's not about process or workflow (though it does affect those), but about how people feel, connect, and find inspiration in their work. This very human element makes culture work complex and challenging, as it requires a deep understanding and empathy for the individuals who make up the organization.
Given these characteristics, it's clear why culture often seems mysterious and out of reach for many leaders. However, despite these many multilayered challenges, cultural activities are extremely important for organizations to address because of their immense power. Culture guides the behavior of every individual in an organization and influences the decisions and choices of employees from the smallest to the largest. And a strong, well-aligned culture is a huge competitive advantage because it fosters innovation, employee engagement, and customer satisfaction.
The importance of cultural activities cannot be overstated. Here's why it's worth the effort:
1. We help companies achieve their goals. A well-developed, intentional culture aligns employee behaviors, systems, and practices with organizational goals and drives performance and success.
The gourmet food business called Zingerman's has developed a unique culture that directly supports its goals of providing a superior customer experience and quality products. The company's “Path to Partnership” program allows long-term employees to become managing partners in new businesses, which has resulted in multiple successful businesses under the Zingerman name, including a bakery, creamery, and coffee company. This led to the creation of a new business. By aligning culture and organizational growth, the company has expanded from a single deli to a business community with more than $60 million in annual revenue.
2. Promote internal and external awareness. Culture shapes how a company is perceived internally and externally, influencing its brand and market position.
Warby Parker, an eyewear company founded in 2010, has focused on social responsibility and innovation in its corporate culture. Internally, the company encourages employees to develop and lead initiatives that have a social impact through the Warby Parker Citizen Program. Externally, the company's Buy a Pair, Give a Pair program, which donates one eyeglass for every pair sold, is central to the company's identity. This cultural alignment has helped the company attract socially conscious employees and customers and establish a strong market position in the highly competitive eyewear industry.
3. Ensure talent attraction and retention. A collaborative, positive culture is a powerful tool for attracting top talent in a competitive job market. It also helps you retain the talent you've worked so hard to attract and develop.
Software design company Menlo Innovations is committed to a culture that prioritizes joy and collaboration. The company practices “extreme programming,” where all software is coded in pairs, with programmers rotating partners weekly. This approach has resulted in high employee engagement and retention. Menlo reports that many of its employees have been with the company for more than 10 years, which is unusual in the technology industry. Additionally, Menlo's culture makes it a popular employer, with many applicants citing Menlo's culture as a reason to apply.
Creating a positive, collaborative organizational culture is like sculpting with invisible clay. It may seem elusive due to its invisible and evolving nature, but it quietly shapes behavior, enhances performance, and breathes life into a company's identity.
By understanding the complexity of culture and approaching it with patience, consistency, and a human-centered mindset, organizations can harness its power to achieve remarkable results. The journey may be difficult, but the destination of a thriving, connected, and high-performing organization is worth the effort.
