Unlocking the Power of Organizational Culture: Strategies for Leaders to Drive Tangible Change

There are many definitions of culture, but one I particularly like comes from a Dutch engineer turned social anthropologist, Geert Hofstede:

"Culture is the collective programming of the mind that distinguishes the members of one group or category of people from others."

This definition is quite profound because it tells us that:

1. Culture is learned through group membership.

2. Group members influence the culture of the group.

3. Cultural assumptions, although invisible, exist in our minds and can explain differences in behaviors (or practices) between groups.

   
   

Individuals can belong to different groups at the same time and over time. Family, social class, school, profession, organization, and work team are examples of such groups.

We can look at culture as if it were an onion.

At its core are values—deeply held beliefs about right and wrong, shaped by upbringing and education. Values are often similar across national cultures (you can read more about Hofstede’s model of National Cultures and compare national cultures). Still, they can vary greatly from one individual to another.

If you have ever tried to change someone’s religious or political beliefs, you probably know how difficult this is. You are trying to change deeply held values, which can feel like a threat to people’s identities.

On the other hand, the outer layers of the onion include practices like rituals, heroes, and symbols, which are more superficial and therefore more adaptable to change.

When individuals with their own set of practices come together, they create a specific organizational culture.

Examples of Cultural Practices in Organizations

• Rituals: Meetings, happy hours, greeting styles (handshake, hug, or kiss), eating at one’s desk or sharing a meal, annual feedback processes, and face-time requirements.

• Heroes: Individuals or archetypes who are seen as high performers, revered (or feared) founders, and famous figures used as inspiration (e.g., Bill Gates, Mahatma Gandhi, Isaac Newton, and Malala).

• Symbols: Company branding, uniforms or dress codes, office formats, internal language, and acronyms like OKRs or “Amazonians” (a term for Amazon employees).

Source: The Culture Factor Group

The Challenge of Discussing Culture in Organizations

Managing culture within a company is difficult because the term itself is elusive. It means something and nothing at the same time.

People often feel strongly about behaviors that don’t meet their expectations (e.g., so-and-so is playing political games, department X is too slow, boss Y is too demanding, process Z is too bureaucratic).

These feelings highlight pain points that affect business results. However, they can also lead to conflict and blame games instead of real solutions.

Advice for Leaders: Transform the Intangible into the Tangible

One way to get unstuck is by transforming intangible feelings into tangible information that facilitates decision-making.

1) Create a Common Language to Discuss Culture

Educate yourself and others about this topic. Read books like:

• Cultures and Organizations: Software of the Mind by Geert Hofstede

• The Culture Code: The Secrets of Highly Successful Groups by Daniel Coyle

• No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer

Invite subject-matter experts and share both painful and positive experiences.

2) Identify Common Pain Points

Issues such as organizational silos, broken communication, team conflicts, low engagement, and high turnover frustrate many employees.

One way to create engagement in cultural change is by uniting people against these pain points.

3) Create a Structure That Balances Complexity and Practicality

Use an off-the-shelf model or create your own to organize the discussion around key themes.

Different organizational culture models have their advantages and disadvantages.

• If the model is too complex, leaders struggle to have a productive discussion.

• If the model is too simple, people hold on to beliefs and emotions instead of addressing real issues.

There is no one perfect approach—each model must be adapted to the organization.

For example, in one large organization, consultants provided plenty of PowerPoint slides but no real change happened.

The breakthrough came when we adopted the Multi-Focus Organizational Culture Model, which had six dimensions easily linked to strategy:

• Organizational effectiveness (goal- vs. process-oriented)

• Customer Orientation (internal vs. external)

• Controls (flexible vs. strict)

• Focus/Identity (local vs. professional)

• Approachability (open vs. closed system)

• Management Philosophy (employee-oriented vs. work-oriented)

We collected survey data from thousands of employees and used the model to compare different groups within the organization. These insights allowed each leadership team to develop relevant interventions.

In contrast, for a smaller organization, a mix of interviews, simple surveys, and focus groups was more effective. This hands-on approach gathered employee insights and co-created a shared vision.

4) Prioritize a Mix of Transformational Changes and Quick Wins

Cultural change takes time and effort, which can lead to impatience and skepticism.

Quick wins help maintain momentum because employees experience immediate benefits.

These might include:

• Offering a work-from-home allowance to show the company cares

• Conducting an OKR planning exercise to improve team collaboration

However, bigger transformations are needed once the initial buzz fades. These could include:

• Restructuring company-wide communication processes

• Removing unnecessary hierarchical levels

These longer-term changes help build trust and commitment to the transformation process.

Final Words: Learn as You Go

Individual behavior is already complex, and when you add group dynamics to the mix, it becomes even harder to predict.

One way to approach organizational culture change is through an exploration journey.

With a compass in hand (for example, your culture model), you must navigate existing and new challenges as they arise.

The key is to keep experimenting, discussing, and evolving your understanding of the problems that block your desired results.

My colleague, Egbert Schram, CEO of The Culture Factor Group, once shared a great tip:

"Start by putting half an hour per week in your calendar to discuss culture. It will pay off in the long run."