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Alberto Venturini

Five levers to improve organisational culture

Scritto da

Alberto Venturini

in

Engagement · 4-minute read

1. Introduction

Organisational culture has a direct impact on productivity, well-being, collaboration and the ability to innovate. Research shows that organisations with a positive culture achieve better performance and higher engagement rates, with a significant reduction in stress levels and staff turnover. However, changing corporate culture is complex, especially in SMEs, where leadership plays a decisive role in defining values, practices and behaviours.

Culture is not static. It can evolve through targeted actions, provided there is the will, consistency and a structured approach. It is in this process that the greatest difficulties often arise.

2. Communication: the foundation of organisational culture

Communication is the framework upon which culture is built. Schein (2010) highlights that organisational values do not reside in statements, but in the communicative behaviours of management. Open communication allows employees to understand the company’s direction and to contribute actively. Conversely, poor or top-down communication fosters conflict, misunderstandings and inefficiency.

Regular meetings, channels for listening and transparency foster relationships of trust, reducing the risk that ordinary problems turn into deep-seated cultural issues.

3. Engagement: involvement as a cultural lever

Engagement is a structural component of culture. According to Schaufeli and Bakker (2004), engaged employees demonstrate dedication, energy and the ability to contribute beyond their assigned tasks. Engagement begins as early as the recruitment stage: assessing personality, values and interpersonal skills allows for the recruitment of people who align with the desired culture.

Gallup (2023) indicates that teams with high engagement levels perform significantly better. A positive culture is only possible when employees feel they are part of the organisation’s journey.

4. Transparency: building trust and accountability

Transparency is a cornerstone of trust. Rousseau (1995), through his theory of the psychological contract, demonstrates that people commit themselves when they perceive consistency between what is communicated and what is actually achieved by management. Sharing decisions, results and critical issues reinforces a sense of fairness and involves employees in operational choices.

5. Feedback: a continuous process, not an annual ritual

Evidence on performance management shows that effective feedback is frequent, specific and development-oriented. London (2003) emphasises that continuous feedback stimulates learning, accountability and growth. Companies that adopt a culture of open and constant feedback reduce stress, misunderstandings and drops in performance.

6. Flexibility: a new cultural paradigm

Flexibility is now one of the labour market’s key demands. Autonomy in working methods and hours increases well-being, reduces stress and fosters engagement. Hybrid models and technology facilitate more adaptable ways of working. Flexibility is a cultural choice rather than an organisational one, because it implies trust and empowerment.

7. Resistance to change among owners, CEOs and entrepreneurs

One of the main obstacles to improving culture in SMEs is resistance to change on the part of business leadership.

7.1 Entrenchment in past models

Many entrepreneurs from traditional managerial backgrounds tend to replicate management styles based on control, verticality and centralisation. These models, effective in the early stages of growth, lose their effectiveness as the organisation becomes more complex.

7.2 Fear of losing control

The shift towards open communication, feedback, autonomy and flexibility is often perceived as a loss of power or a weakening of the hierarchical structure. In reality, evidence shows that empowerment increases accountability rather than reducing it.

7.3 Emotional over-investment in the company

Many entrepreneurs view the culture as an extension of their own personal identity. Changing it implies a shift in their perception of themselves as leaders, triggering deep psychological resistance.

7.4 Cognitive biases

Owners may fall into the illusion of cultural competence (“our company is already a great place to work”) or the illusion of stability (“we’ve always done it this way”). These biases prevent the adoption of more modern and effective practices.

7.5 Deep-rooted informal structures

SMEs often grow without any organisational planning. Processes, roles and responsibilities become established informally. Changing these dynamics requires a thorough overhaul, which may seem threatening or too burdensome.

Research shows that no culture can change unless leadership changes first.

Resistance from ownership is therefore the main predictor of the failure of cultural transformation processes.

8. Conclusions

Improving corporate culture requires a systemic approach to communication, engagement, transparency, feedback and flexibility. However, the real turning point lies in the willingness of owners, CEOs and entrepreneurs to review their own mental and managerial models.

A positive culture does not arise from isolated initiatives. It is the result of consistent behaviour over time, supported by leadership willing to evolve. Organisations that succeed in combining these elements will be more resilient, competitive and capable of attracting talent in an increasingly selective labour market.

Bibliography

  • Gallup. (2023). State of the Global Workplace. Gallup Press.
  • London, M. (2003). Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement. Lawrence Erlbaum.
  • Rousseau, D. (1995). Psychological Contracts in Organizations. Sage Publications.
  • Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
  • Schaufeli, W., & Bakker, A. (2004). Job demands, job resources and their relationship with burnout and engagement. Journal of Organizational Behaviour.
  • Kotter, J. P. (1996). Leading Change. Harvard Business School Press.
  • Argyris, C. (1990). Overcoming Organizational Defenses. Allyn & Bacon.

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