Sommario
Our Perspective on Company Culture Featured on HRC Community
In recent days, HRC Community published our contribution on the topic of company culture—a subject that has inspired and fascinated us for many years.
In the article—which you can read by clicking here—we explain how company culture can truly become a strategic lever within organizations.
Naturally, our perspective is rooted in the belief that people—their wellbeing, growth, and development—are the true driving force behind every organization.
As we explain in the article, this perspective embraces James P. Carse’s Infinite Game theory applied to the business context (Simon Sinek, The Infinite Game). A game in which the goal is not to win, but to keep playing. A game in which there are no opponents to defeat—the real challenge is with ourselves.
A New In-Depth Exploration
As you can easily imagine, some of the key concepts emerging from the article published by HRC Community stem from a broader and deeper reflection on the meaning of company culture—one that involves many interconnected aspects influencing one another.
For this reason, we decided to write a complementary in-depth article expanding on the ideas already shared in our contribution for HRC Community, retracing the main stages of our reasoning with the goal of presenting even more clearly and distinctively the reflections and logical framework behind our thinking.
And the first step in this direction is clarifying what we truly mean when we talk about company culture, so that we are perfectly aligned.
The Meaning of Culture
The word culture derives from the Latin colĕre, meaning “to cultivate.” In its ethnological, sociological, and anthropological sense, it refers to “the set of values, symbols, beliefs, behavioral patterns, and practices that characterize the way of life of a social group”. [Treccani]
From this definition, a first key element emerges that strongly inspires our thinking: culture inevitably revolves around people. More specifically, their way of being, thinking, acting, and relating, based on shared principles that define the community they belong to.
Within the Corporate Context
When we apply this concept to the business world, the outcome does not change: people are the key element when we talk about company culture.
No company culture can exist without their direct involvement. A full, authentic, conscious, and willing involvement. If this fundamental condition is missing, talking about company culture becomes little more than a purely theoretical exercise.
This is our starting point. The foundation upon which we build our idea of company culture.
Corporate Identity
Now, let us explore how culture and corporate identity are deeply interconnected.
In business environments, company culture is generally expressed through vision, mission, and values, which are often translated into specific actions and behaviors.
At least in theory, these elements should represent the organization’s identity and support the spread of a coherent company culture. In reality, however, things often unfold differently from what one might expect.
Theory Vs Practice
It is not uncommon for company culture to lose its central role, shifting from a potential source of inspiration and the beating heart of the organization into something secondary.
There are countless cases in which it is used merely to inspire a new marketing strategy, create advertising campaigns, or project an internal image of the company that is completely disconnected from reality.
There are also situations in which organizations attempt to impose a company culture that is neither genuinely shared nor truly embraced by the workforce, often without creating the necessary conditions for it to thrive.
At other times, the intention behind spreading company culture may be authentic and initially supported by a clear strategy. Yet, very quickly, the initiative loses momentum, gradually fading until it disappears entirely.
More Harm Than Good
As a result, company culture ends up being perceived as an empty slogan devoid of real meaning.
And precisely for this reason, it risks generating more harm than benefits: frustration, stress, loss of trust, disengagement, poor communication, misunderstandings, tension, and increased turnover.
Factors that inevitably impact performance and results, while simultaneously weakening the credibility of both the organization and its leadership.
An Incredibly Valuable Benchmark
Fortunately, successful examples also exist.
Cases in which company culture is not just a manifesto, but something genuinely lived every day throughout the organization.
In these organizations, company culture can truly be felt. It is present in every exchange and interaction. It is perceived, recognized, and shared.
And every individual feels proud to belong to that community.
Organizations that have had the courage and vision to pursue this path, regardless of their industry, now represent an incredibly valuable benchmark.
Top-down or bottom-up?
As we already mentioned in the article published by HRC Community, asking whether company culture should spread through a top-down or bottom-up model is a bit like asking which came first: the chicken or the egg.
Company culture cannot simply be imposed from above. No culture can truly spread without the authentic involvement of the people who live the company every day.
At the same time, it cannot develop spontaneously from the bottom up—at least not in a structured and lasting way—without the direct involvement of leadership.
Perhaps the only exception is a newly founded company, where vision, mission, and values naturally emerge together with the entrepreneurial idea itself. Even then, however, authentic people engagement remains essential in the medium to long term.
So, what is the best way to spread company culture?
In reality, neither one nor the other. Or perhaps both.
What Truly Matters
The spread of company culture is neither a spontaneous bottom-up initiative nor a top-down imposition. It is a process that takes shape through the meeting of two key elements: a clear organizational identity and conscious participation at every level.
And this brings us to what truly matters.
People.
A culture exists only if people bring it to life through their actions, behaviors, and thoughts, as the result of a conscious choice they made beforehand.
Regardless of how, when, or why a company culture takes shape, it is people who transform it into something real and tangible.
For this to happen, they must genuinely desire to be part of it.
Something Deeply Human
It naturally follows that company culture is neither a mathematical model nor an exact science. It is something deeply human, and people are at its very core.
That said, it is important not to confuse different concepts. Receiving a salary or enjoying your job does not necessarily mean embracing an organization’s culture. These are two fundamentally different dimensions, and understanding the distinction is essential if the goal is to build a company culture that is truly strong and widely shared.
Intrinsic Motivation
So, what motivates people to genuinely embrace a company culture?
The answer lies in intrinsic motivation.
To better understand what this means, let’s start with one simple example: values.
Each of us, consciously or unconsciously, is guided by a set of core personal values that act as a compass in every situation. They influence our choices and decisions, shaping the way we think, act, and behave.
In essence, they are what most authentically represent our true selves.
When there is alignment between organizational values and personal values, the company becomes a space where people can genuinely express who they are. An ideal environment in which to pursue personal fulfillment.
A Natural Match
This is where everything comes together. The perfect match.
It is this natural alignment between personal identity and organizational identity that gives rise to intrinsic motivation—the inner drive that inspires people to genuinely embrace a shared purpose.
Imagine someone whose core values are growth, continuous learning, and curiosity.
In an organization whose company culture promotes entrepreneurship, responsibility, and innovation, that person will most likely find the ideal environment in which to express themselves. It will feel natural for them to embrace the organization’s values, integrate into the company culture, support it, and contribute to its spread.
This happens because there is a clear match between personal and organizational values—a condition that allows the individual to fully express themselves while simultaneously contributing to the growth of the company culture and the achievement of organizational goals.
Is the connection clear?
The True Driving Force
This brings us to the heart of the matter.
To truly deserve the name, company culture must be embedded in every aspect of organizational life. It should be something people can genuinely experience throughout the organization.
A strong and shared company culture shapes every interaction, relationship, and conversation. It informs processes and ways of working, influences priorities, and guides decision-making.
It creates an environment where people retain their individual identity while also recognizing themselves as part of a broader organizational identity—one that brings people together, fosters connection, and aligns everyone around shared goals and ambitions.
In this sense, company culture becomes the lifeblood of the organization—the force that sustains and energizes the entire system..
The Human Dimension
If this is true, then one thing becomes clear: none of it can happen without people’s willingness to embrace it. Without the full engagement of the human dimension at every level of the organization, we cannot truly speak of company culture.
Ultimately, it is people who decide whether, how, and to what extent they embrace, embody, and sustain an organization’s culture.
After all, this is exactly what constantly happens in everyday life.
Think about what happens when we travel abroad and encounter a culture different from our own.
Put simply, one of two things happens: either we feel no connection with that culture, or we are naturally drawn to it and want to explore it further.
“The Atmosphere You Feel”
In the second case, we naturally allow ourselves to be carried by the flow of the experience. We observe more closely. We explore. We interact with customs and traditions. We experiment. In some way, we begin to adapt ourselves. And gradually, our behaviors evolve.
The stronger, more distinctive, and more fascinating that culture is to us, the more we want to fully experience it—even if only for a few days or weeks.
And if, along the way, we discover that it resonates with our own values, something clicks. We begin to feel a genuine connection with that community and the way it lives.
When we return home, what stays with us is “the atmosphere you feel.”
All of this happens naturally, without imposition. Simply because we want it to. It is the very match we spoke about earlier. It is our human nature inviting us toward it.
And the same principle applies within organizations.
Trust and Psychological Safety
When company culture is truly shared and the human dimension is fully engaged, the impact can be far-reaching.
First and foremost, relationships benefit from it, and the organization is far more likely to foster an environment of trust and psychological safety—something we now know to be one of the defining characteristics of every successful team.
A space for authentic, open, and honest dialogue, where people feel heard. Where they are encouraged to express themselves, share ideas and perspectives, and contribute more naturally to the wellbeing of the organization. A space in which every individual can truly become a value driver.
Distributed Leadership
The organization thus becomes fertile ground for developing greater individual awareness.
Through self-awareness, people strengthen their self-leadership, gradually giving rise to a form of distributed leadership, where everyone is called to lead themselves while respecting roles and responsibilities.
Responsibility, autonomy, and initiative become central to people’s growth and development at every level. Attitudes and behaviors become more inclusive, authentic, and proactive.
All of which naturally translates into stronger performance and better business outcomes.
Recruiting
What impact can company culture have on recruiting?
The selection phase is a crucial moment when discussing company culture. The stronger and more deeply rooted the culture is, the more it must influence hiring criteria.
This means that even before searching for technical skills related to a specific role, it becomes essential to assess the level of alignment between personal and organizational identity.
It is crucial to identify people who can genuinely resonate with the company culture.
Choosing the Right Profile
Which core values guide the candidate’s behaviors, choices, and decisions? To what extent are they compatible with ours? How does the candidate perceive our vision, mission, and values? What degree of alignment exists?
These are just a few examples of questions that can help determine whether, from a company culture perspective, the candidate represents the ideal fit for the organization.
Regardless of the approach adopted, one thing must remain clear: recruiting is a critical process for preserving and strengthening company culture over time.
Retention
Yes, we have said it before and we will say it again: company culture also plays a leading role in retention.
Today, people are increasingly searching for meaning. Compensation, welfare, and career opportunities are certainly attractive incentives, but they are not always enough to retain people within an organization.
And let’s be honest—these are now benefits offered by almost every company.
A company with a strong and shared culture, however, can offer something others cannot. Something capable of making a real difference in the eyes of key people and emerging talent.
A Matter of Connection
Because if the organization becomes the ideal environment in which people can cultivate their personal growth and evolution, they will not feel the need to look elsewhere for new stimuli.
When there is deep alignment between personal and corporate identity, people are unlikely to search for alternatives.
And when individuals truly share the organization’s vision, mission, and values, they find deeper meaning in their work. They feel part of something bigger. And they become willing to do whatever it takes to protect and enhance the company they belong to.
Once again, what makes the difference is the human dimension. It is intrinsic motivation that drives us in one direction rather than another. It is our core values that guide our choices and decisions.
And for many people, this has greater value than anything else.
The Impact on Society
The benefits of a strong and shared company culture extend far beyond the organization itself.
The scenario we have described is not only about companies, but about something much broader:
- people who pursue their purpose and personal fulfillment every day,
- people who cultivate their growth within an environment of trust and psychological safety,
- people who develop greater self-awareness and strengthen their self-leadership,
naturally grow as individuals, enriching not only their professional lives, but also their relationships, family life, and the communities around them, while contributing positively to the evolution of society.
This is how organizations become, directly or indirectly, agents of change capable of contributing to a better world.
A great responsibility for any organization, but also an extraordinary opportunity.
A Strategic Lever
Ultimately, a strong and shared company culture creates value on three distinct levels: for individuals, organizations, and society as a whole.
At the same time, it has a concrete influence on performance and results, supporting organizations in achieving increasingly ambitious goals.
This is why we see company culture as a genuine strategic lever for sustainable organizational growth.
A Never-Ending Story
But how long does it take to build a sustainable and lasting company culture?
There is no deadline.
Building company culture cannot be compared to a traditional project with a beginning and an end. It is a never-ending story—a journey, at times challenging, within an infinite game that has no closing credits.
Along the way, difficulties and resistance may emerge. But with vision, courage, determination, and patience, the results that can be achieved are tangible and highly impactful.
Investing Today to Make a Difference Tomorrow
Spreading a meaningful company culture today can truly make a difference tomorrow. It is a conscious and responsible choice that concretely contributes to the wellbeing of both people and organizations.
Because, ultimately, the culture of any community lives through its people. A principle that always applies—even in business.
We would like to thank HRC Community for giving us the opportunity to share our perspective on a topic that is deeply meaningful to us, but above all so important and relevant today—one that can truly support the change process currently underway.
