Culture is what happens when nobody\u2019s looking. In the meeting after the meeting. In the coffee kitchen. In the question of who takes the blame for a mistake.<\/p>\n\n\n\n
Everyone knows that. It gets difficult with three questions: How do you address what everyone feels and nobody says? How do you make visible what works in the dark? And how do you change it so the change sticks?<\/p>\n\n\n\n
Here are our answers. From more than 20 years of culture work.<\/p>\n\n\n\n Corporate culture is the sum of the shared values, beliefs and unwritten rules in a company. It determines how people there think, decide, work together and treat each other.<\/strong><\/p>\n\n\n\n In short: culture is \u201cthe way we do things around here\u201d.<\/p>\n\n\n\n Our definition at identifire: corporate culture is a company\u2019s operating system. You can\u2019t see it. You only notice it when it crashes.<\/p>\n<\/details>\n\n\n\n Yes. Corporate culture, company culture and organizational culture mean the same thing in everyday use: the lived culture of an organization.<\/strong><\/p>\n\n\n\n \u201cCorporate\u201d sounds like big business. But it also means the twelve-person carpentry shop. It has a culture too. Often a very distinct one.<\/p>\n<\/details>\n\n\n\n By everyday behavior: who gets promoted, how mistakes are handled, who speaks in meetings and who stays silent, what gets rewarded and what is merely tolerated.<\/strong><\/p>\n\n\n\n Three quick tests:<\/p>\n\n\n\n The answers say more than any mission statement.<\/p>\n<\/details>\n\n\n\n By putting the unspoken on the table in a structured way. identifire uses Eigenland\u00ae for this: a playful, multi-sensory culture analysis in which teams make visible within a few hours what carries them, what is open and what slows them down.<\/strong><\/p>\n\n\n\n The hardest part of culture is raising it. Whoever says in a meeting \u201cNobody here dares to say no\u201d is brave. Or soon silent.<\/p>\n\n\n\n Eigenland\u00ae turns this into a game with clear rules:<\/p>\n\n\n\n Gamification meets neuroscience: spreadsheet thinkers and heart people get an equal say. Groups of 8 to 10 people, up to 300 participants in total, on site, online or hybrid. One day is enough for a complete analysis.<\/p>\n\n\n\n At the end, priorities are on the table. The same day. The report for the drawer is cancelled.<\/p>\n\n\n\n Discover Eigenland\u00ae<\/a> \u00b7 Case study: Boehringer Ingelheim<\/a><\/p>\n<\/details>\n\n\n\n Because it decides whether strategies get implemented, whether good people stay and whether a company can withstand change. Culture is the factor that influences all other factors.<\/strong><\/p>\n\n\n\n Culture eats strategy for breakfast, they say. And change projects for lunch.<\/p>\n<\/details>\n\n\n\n Yes. Culture changes through behavior, decisions, rituals and role models, especially in leadership. That takes time, consistency and an honest look at where you stand.<\/strong><\/p>\n\n\n\n Culture grows like a garden: you water, you weed, you dig over the bed. And then it takes patience.<\/p>\n\n\n\n At identifire this happens in three steps: getting to know the culture, for example with Eigenland\u00ae<\/a>. Initiating change. Strengthening the culture. More: Corporate culture at identifire<\/a><\/p>\n<\/details>\n\n\n\n Everyone, but not everyone equally. Leaders shape culture most, because their behavior becomes the rule. They set the tone. People & Culture designs the framework and develops the mindset.<\/strong><\/p>\n\n\n\n If \u201cculture is HR\u2019s job\u201d is in the air, that already says something about the culture.<\/p>\n<\/details>\n\n\n\n Values are what a company says about itself. Culture is what it does. Good culture work closes the gap between the two.<\/strong><\/p>\n\n\n\n \u201cAppreciation\u201d on the poster and emails at 11 p.m. in the inbox: that isn\u2019t a values gap. It\u2019s a credibility gap.<\/p>\n<\/details>\n\n\n\n With a mix of surveys, interviews, workshops and observation, supplemented by metrics such as turnover, referral rate and internal mobility.<\/strong><\/p>\n\n\n\n Numbers show that something is going on. Conversations show what is going on. You need both.<\/p>\n\n\n\n Eigenland\u00ae<\/a> combines both: after ten minutes the statistics are in, and right after that the conversation about them begins.<\/p>\n<\/details>\n\n\n\n AI changes not only workflows, but also how people collaborate, learn and trust each other. Whether AI takes hold in a company is therefore less a question of technology than of culture.<\/strong><\/p>\n\n\n\n We call the feeling that comes with it Angstfreude: wonder and unease at the same time. For our white paper Angstfreude<\/a>, we spoke with ten People & Culture leaders from Austrian companies, including A1, \u00d6BB, Dynatrace and UNIQA.<\/p>\n\n\n\nWhat is corporate culture?<\/summary>\n
Is corporate culture the same as organizational culture?<\/summary>\n
How can you recognize a company\u2019s culture?<\/summary>\n
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How do you make corporate culture visible?<\/summary>\n
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Why does corporate culture matter?<\/summary>\n
Can you change corporate culture?<\/summary>\n
Who is responsible for corporate culture?<\/summary>\n
What is the difference between company values and corporate culture?<\/summary>\n
How do you measure corporate culture?<\/summary>\n
What does AI do to corporate culture?<\/summary>\n