Corporate Culture as a Tool for Achieving Business Goals

 "Corporate culture is like an Alka-Seltzer tablet dissolved in water: you can’t see it, but it’s working."— Hans Magnus Enzensberger, German writer and entrepreneur

The real challenge for any organization is not developing a strategy—but implementing it. Even the best strategy is meaningless if a company can’t bring it to life. Execution is the hardest part of strategic planning (SP). To navigate internal changes—which are inevitable during transformation or even slight shifts in direction—a company must harness team spirit, creativity, and employee commitment.

An organization is made up of individuals—living, breathing people, not impersonal machines. These people are the essential link in strategy execution. It’s no secret that the more success an employee experiences, the more satisfaction they derive from their work. But the opposite is also true: the more fulfilled and motivated people feel, the better results they deliver. You can make someone do something, but you can’t make them want to do it.

That’s where corporate culture comes in. It fuels motivation through meeting key human needs: a sense of belonging, mutual respect, and self-actualization. Corporate culture, then, is just as important as a business plan.

You can only expect full commitment, collaboration, continuous development, and loyalty from employees—especially during periods of change—when their personal needs and expectations are also met. But how can we connect personal goals with organizational ones and inspire people to give their all?

The Role of Participation

One of the most time-tested methods for shaping strong corporate culture is to involve employees in shaping the future of the company.

In fact, the process of planning can have a greater impact on employee motivation than the final document itself.

Having led many such SP processes, I can attest to their power. In the hands of a skilled facilitator, planning becomes a powerful engine for transformation. Once people are genuinely involved, a creative spark ignites. You’ll see employees' eyes light up with enthusiasm and their readiness to take ownership of the ideas they helped shape.

With timely support, this momentum can shape a unique corporate culture—during the planning process itself.

The ultimate goal of corporate culture is to forge a cohesive, strong team capable of implementing company goals effectively. But how does involving employees in developing a company’s mission, vision, values, and strategic goals actually impact corporate culture? Let’s look at an example.

Case Study: Dell Computer Corporation

Michael Dell was just 33 years old when he became one of the world’s richest individuals. Today, his fortune is estimated at $12 billion. Dell Computer owns production plants and real estate across the globe. Customer feedback is central to its philosophy.

The company experienced explosive growth in the early 1990s, with stock prices rising from $0.23 to $40 in just two years. But soon, Dell faced a major setback: a lack of qualified middle managers. Share prices plummeted. Analyzing the situation, Dell realized that while he had prioritized external feedback, he had overlooked internal feedback—from his employees.

So, what did he do? He brought his vision out of the boardroom and into the departments. He inspired employees with the idea of “doing exciting work that no one’s ever done before.”

Dell initiated a company-wide 360° review process using Gallup’s 10-question method to understand how employees viewed their leadership. The results were eye-opening: many employees felt disconnected, unappreciated, and uninspired, despite working at a cutting-edge company.

Dell took bold action. He published the results internally and declared that from now on, all employees would be part of shaping company projects. Top management began engaging regularly with staff to align around a shared mission. This transparency generated a wave of trust, creativity, and innovation.

Within a year, profits rose by 25%.

Dell had pulled the company out of what he called a “swamp”—where employees gossip behind leaders' backs and approach their work with indifference: "This isn’t my company. I’m just here for the paycheck."

But once leadership changed its attitude, employees did too. New creative teams emerged, similar to Japan’s “quality circles.” Engagement soared. Turnover dropped. Productivity surged.

From Dell to the Ministry of Emergency Situations, Armenia

Not all examples come from tech giants. Consider an experience we had in 2007 with Armenia’s Ministry of Emergency Situations (MES) —an institution not typically associated with progressive management.

During an unrelated project, I checked in with their press office to see how the strategic plan developed two years prior was progressing. To my delight, I learned:

·        The press office was successfully implementing the SP.

·        Some goals were met ahead of schedule.

·        Regular reviews were held with both leadership and staff.

·        Employee skills were being deliberately developed to support strategic goals.

·        Plans were underway to involve a broader group—including frontline staff—in the next planning cycle.

In a command-and-control structure led by generals, giving frontline staff a say in strategic decisions sparked a real transformation. The impossible became possible. The next task became to make this the norm.

From Skepticism to Transformation

Across many SP processes—from ministries to small business owners—I’ve witnessed leaders begin with hesitation about including large groups in planning. But as the work progresses, they are often surprised by the unexpected energy and initiative shown by previously “invisible” staff. By the end of a typical three-month process, employee behavior visibly changes: engagement rises, and people willingly take responsibility.

Based on global practice and personal experience, I can confidently say:

When strategic planning is well-facilitated and inclusive, indirect dividends—such as high motivation and deep loyalty—are guaranteed.