Why organisations should invest in their culture

Culture is the main di erentiator that makes or breaks any organisation. If it is well designed and institutionalised it gives people a sense of belonging, common purpose, creates strong teams, improves wellbeing of workers, productivity, and organisational excellence. Organisational culture plays a pivotal role in shaping various aspects of a company’s functioning, in uencing everything from employee and customer satisfaction to strategic execution. e following are some of the reasons why culture is important and why all organisations should invest in it. Firstly, a positive organisational culture promotes employee wellbeing by fostering a supportive and inclusive environment. When employees feel valued, respected, and supported by their peers and leadership, it contributes to their overall happiness and satisfaction at work. A healthy workplace culture cultivates a sense of belonging and purpose, fostering higher levels of engagement among team members. When individuals feel valued and appreciated within their work environment, they are more inclined to invest their energy and creativity into their tasks, leading to heightened job satisfaction and overall well- being. Additionally, such a culture prioritises open communication, trust, and collaboration, thereby reducing stress levels among employees. Furthermore, a supportive culture actively addresses mental health concerns by o ering resources such as counselling services, mindfulness programmes, and exible work arrangements. By nurturing employees’ mental well- being, organisations create a conducive environment for personal and professional growth. Ultimately, this leads to increased productivity, better retention of talent, and a positive work environment conducive to innovation and success. Secondly, culture sets the tone for teamwork in an organisation. A healthy workplace culture fosters an environment of trust and mutual respect, where individuals feel comfortable sharing ideas, providing feedback, and working together towards common goals. When team members trust one another and feel valued for their contributions, they are more likely to collaborate e ectively and leverage each other’s strengths. Additionally, a positive culture promotes clear communication and transparency, ensuring that team members are aligned in their objectives and responsibilities. is facilitates smoother coordination and reduces misunderstandings or con icts that can impede teamwork. Moreover, a supportive culture encourages diversity and inclusion, allowing for a variety of perspectives and approaches to problem- solving. By embracing di erent viewpoints and experiences, teams can generate more innovative solutions and achieve better outcomes. irdly, a healthy organisational culture fosters trust among its members through various means. Firstly, it promotes transparency and open communication, ensuring that information flows freely across all levels of the organisation. When employees feel informed about company decisions and are encouraged to voice their opinions and concerns, they develop a sense of trust in their leaders and colleagues.

Additionally, a culture that values integrity and ethical behaviour reinforces trust by demonstrating a commitment to doing what is right, even in challenging situations. Furthermore, when employees are recognised and rewarded for their contributions, they feel valued and respected, strengthening their trust in the organisation’s leadership and their peers.

Fourth, a good culture plays a pivotal role in fostering diversity, equity, and inclusion ( DEI) within an organisation.

A healthy workplace culture that values and celebrates diversity not only attracts a wide range of talents but also ensures that all employees feel respected, supported, and included regardless of their background, age, or identity. By promoting open- mindedness, empathy, and mutual respect, this culture enables individuals from di erent generations— such as Gen Z, Baby Boomers, Gen X, and Millennials— to bridge their di erences and collaborate e ectively.

It makes these diverse workers to acknowledge the unique perspectives and experiences that each generation brings to the table.

For instance, Baby Boomers may o er wisdom and experience gained over decades of work, while Gen Z might bring fresh insights and technological savvy. Rather than viewing generational di erences as a barrier, an inclusive culture recognises them as valuable assets that contribute to a diverse and dynamic workforce.

Overall, a culture that prioritises diversity, equity, and inclusion not only fosters a sense of belonging among employees but also maximises the potential of a multi- generational workforce by leveraging the unique strengths and perspectives of each generation.

Fi h, culture in uences employee’s behaviour at work and how they implement the strategy. While a well- cra ed strategy provides a roadmap for achieving organisational goals, it is the culture that ultimately determines whether that strategy succeeds or fails.

Therefore, if it is misaligned to the overall strategic direction of the organisation, it falters everything the organisation is doing starting with poor execution of the strategy. erefore, by nurturing a culture that embraces the strategic vision, organisations can enhance their ability to execute strategy e ectively and achieve sustainable success.

e Author is a member of Organisational Excellence Specialists in Canada, holds Master of Science in Strategic Management, is a Certied Manager of Quality and Organizational Excellence from America Society for Quality. He is also a Certi ed Professional Excellence Assessor, Master Excellence Trainer, Lean Six Sigma Greenbelt, ISO 9001: 2015 Certi ed. Contact: 72211182, Website: www. iqm. co. bw and Email: veronmosalakatane@gmail.com LinkedIn: Veron Mosalakatane