What do we talk about when we talk about corporate culture? Frequently, the first associations and definitions have to do with values and procedures that guide the behavior of people working in the organization. However, culture not only molds internal identity but also the external perception of the company.
This concept is not new, but in a world where people are looking for purpose and belonging, it has never been more crucial. The way in which an organization defines and lives its values not only impacts its employees, but also influences how it is perceived by customers, partners and the community in general.
When we think about what makes a successful brand, we usually focus on its products, marketing campaigns or sales figures. However, in the core of these organizations is the corporate culture: the organizational culture and the brand are two faces of the same currency.
Companies such as Patagonia are emblematic examples of how culture and brand work in harmony. With its unwavering commitment towards sustainability, Patagonia not only attracts consumers concerned with the care of the environment, but also employees passionate about the issue. This alignment strengthens the perception of the brand, generates trust and, ultimately, gives it a unique competitive advantage.
On the other hand, cases such as Volkswagen, affected by the emission scandal, illustrate the risks of disconnection between culture and practices. Despite a brand image focused on reliability and sustainability, internal actions contradicted these values, damaging their reputation and credibility worldwide.
Corporate culture is not limited to a set of principles written in a manual.
It is built and reinforced daily through decisions, behaviors and communications. For a corporate culture to be effective, the brand image must be aligned. This consistency generates trust between employees and clients, while creating a sense of shared purpose.
A way to guarantee the effective alignment between culture and the brand is to apply the reverse engineering of the value proposal. This approach is based on identifying strategic behaviors that reflect the fundamental values of the organization and that are consistent with their brand promise.
Walmart is a paradigmatic example: its motto “saves money, lives better” not only speaks of its low price strategy, but also translates into internal practices such as the optimization of large -scale budgets. These actions reinforce both their brand purpose and cultural cohesion, demonstrating how a solid alignment prevents success.
The experience of the client and that of the employee are deeply interconnected.
It is impossible for dissatisfied collaborators to offer exceptional customer service. Companies that prioritize a positive internal culture make this energy flow outwards, creating stronger relationships with their customers.
An example is zappos. There, the obsession with the happiness of employees translates directly into an outstanding client experience. This characteristic is the key that has allowed it to differentiate itself in a competitive sector and build a loyal client base.
The communication of a brand should not be seen only as a marketing tool, but as an extension of its culture. A company can have the most creative ads, but if they do not reflect its internal reality, it runs the risk of losing credibility. This was evident in the case of Uber during his early years. While her marketing highlighted innovation and empowerment, her internal culture was criticized for fostering a toxic environment. This contrast damaged both its reputation and its ability to attract talent and maintain public confidence.
In short, corporate culture is more than a simple concept. It is a competitive advantage. Companies that manage to align their internal values with their imagextern are better positioned to inspire their employees, attract loyal customers and build a solid reputation.
The key is in consistency. Either through practices such as the reverse engineering of the value proposal or through authentic communication, organizations must ensure that their culture and brand work in harmony. In doing so, they not only ensure their present success, but also their relevance in the future.
Published in our Print edition of the month of February 2025.
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