When building an organizational culture, it is essential to consider values, beliefs, habits, norms, and behaviors shared within a company. It defines how employees interact and behave—it is, essentially, a reflection of the organization’s vision, mission, and values.
Many people believe that building an organizational culture requires starting from scratch, following a step-by-step formula much like a cake recipe—just add the right ingredients and the magic will happen.
However, what many companies fail to realize is that, whether intentionally or not, every organization already has an inherent culture—a particular way of being and doing things that is embedded in daily actions and behaviors.
What may happen is that the existing culture isn’t fully aligned with the company’s business strategies. In such cases, it becomes necessary to make minor adjustments or take the reins and steer the culture in a new direction, closer to the desired path.
The Importance of an Aligned Organizational Culture
An organizational culture that is aligned with the company’s goals and strategies enhances performance and increases team productivity. It also has a positive impact on process efficiency and innovation.
This alignment ensures that everyone is on the same page and understands the organization’s plans and the purpose behind their work.
Teams that are aligned and in sync promote collaboration across departments, regardless of their specific roles. Naturally, these aspects also contribute to talent attraction and retention, as candidates tend to identify with the values reflected in the company’s positioning.
A clear and positive organizational culture helps build a unique and distinctive identity, allowing the brand to stand out not only in the job market but also to compete on equal footing with industry giants.
How to Build an Organizational Culture
The first step in building an organizational culture is identifying the culture currently present within the company. This can be done through a diagnostic process that includes interviews with employees to better understand the current environment.
Once this is completed, it’s important to evaluate what aspects need to be changed or improved, always taking into account the company’s strategic goals and objectives.
Other critical elements to consider are the components that define the culture itself, which must be clearly established before being implemented. For example: What are the company’s core beliefs? What values should guide organizational behavior? What customs should be practiced? What rituals, activities, and ceremonies will reinforce the culture?
Skipping this step means missing out on crucial information necessary for the effective development of future initiatives.
If there are changes to the company’s identity or way of doing things, everyone needs to be informed. This is where transparent and open communication becomes essential—ensuring expectations are aligned, providing training and development programs for all employees, and clearly defining the role of senior leadership in driving the change.
As with other topics we’ve discussed, the role of executive leadership is vital for the success and adoption of a new organizational culture. One recommendation is to make the process more engaging and dynamic through gamification, while internal marketing (endomarketing) can support the creation of meaningful initiatives.
Keep in mind that cultural transformation doesn’t happen overnight. Changes should be gradual to avoid disrupting the existing culture. Developing a structured project can help guide this transition over time and provide a way to monitor and evaluate results along the way.
Once established, the organizational culture must be lived and reinforced daily to prevent it from fading into the background. Continuous monitoring is also essential to allow for adjustments when necessary, since a culture that evolves with the market and the company itself is far more effective than one that becomes obsolete due to lack of alignment.
Examples of Companies That Are Committed to Their Organizational Cultures
There is nothing better than drawing inspiration from companies that already have strong and consistent organizational cultures to create or adapt your own.
The multinational Caterpillar faces the challenging task of disseminating its organizational culture globally and relies on tools such as Employee Climate Surveys to understand the current situation and identify possible changes that may affect its development.
Internal communication is also used strategically to maintain the culture through various initiatives and communications.
Starbucks is an example of an organizational culture focused on social responsibility, which is evident in its brand positioning and customer service, fostering strong loyalty. The practice of writing customers’ names on cups is a practical example of this culture in action.
Another pioneer in this field is Google, famous for its relaxed work environment and flexible working style, which reflect its commitment to creativity and employee well-being.
These and many other companies offer valuable lessons about business and organizational culture. However, if organizations do not do their homework and commit to planning and structuring their foundations, their organizational culture will neither be aligned nor strong.
