Organisational Culture: A Living Organism in Constant Motion
Organisational culture is often described as the DNA of a company, the invisible force that shapes how things get done. But what if we thought of it as something even more dynamic — a living organism? Just as a plant adapts to its environment to survive, or an animal adjusts its behaviour to thrive, culture is a living, evolving entity that enables organizations to solve problems and navigate the ever-changing business landscape.
Culture, in its essence, is the solution to a problem. The challenges organizations face — whether it’s staying competitive, innovating, or maintaining employee engagement — are addressed, consciously or unconsciously, by the values, behaviours, and norms that make up the organisation’s culture. But just like any living organism, for a culture to survive and thrive, it must follow three vital principles: clear order, defined inclusion and exclusion, and a balanced exchange of resources.
Principle 1: Clear Order — Establishing Priorities for Survival
Imagine an ecosystem where every animal is hunting at the same time, competing for the same resources. Chaos would ensue, leading to overconsumption and eventual collapse. In a healthy living organism, there’s a natural order — a clear prioritization of needs. When food is scarce, survival takes precedence over reproduction. When danger is present, the body focuses on immediate survival instead of long-term growth.
Similarly, in an organisation, there needs to be clear order — a hierarchy of priorities. Every culture must make explicit what matters most at any given time. In times of crisis, quick decision-making and operational efficiency might take priority over innovation. Conversely, in periods of growth, creativity and collaboration may become the dominant forces driving the organization forward.
Without this sense of order, organisations fall into chaos. People become unclear about where to direct their efforts, and energy gets wasted on nonessential tasks. Leadership must communicate priorities clearly, helping the organisation’s “organism” adapt to its environment and grow effectively.
Principle 2: Inclusion and Exclusion — Defining Boundaries for Healthy Functioning
Just as an organism must constantly regulate what enters its system — allowing in nutrients and expelling toxins — so too must an organisation manage who is included and excluded from its processes. In biology, cells have membranes to control what comes in and out, ensuring the organism maintains balance and health.
In an organisational context, this means defining who is included in decision-making and when. A key part of culture is knowing who should be involved in specific processes and who should not. Inclusion needs to be thoughtful, ensuring that the right people with the relevant expertise are part of critical decisions, while unnecessary voices are kept at bay. This isn’t about exclusion in a negative sense, but about maintaining focus and clarity.
Conversely, when the wrong individuals or teams are included in decision-making, it can lead to inefficiency, conflict, and confusion. By clearly defining when and who is included or excluded, the organisation maintains a healthy equilibrium, much like a living organism that controls its internal environment for optimal functioning.
Principle 3: Balance — Exchanging Resources for Long-Term Health
A thriving organism must constantly balance the exchange of resources — whether it’s energy, nutrients, or oxygen. A plant photosynthesizes sunlight to produce energy. Animals consume food and convert it into fuel. This delicate balance is essential for survival. Too much of one resource, or too little of another, and the organism risks its survival.
The same holds true for organisational culture. For an organisation to thrive, there must be a balanced exchange of information, energy, resources, time, and attention. If too much energy is devoted to one area, such as cutting costs, and not enough is spent on innovation, the organisation becomes stagnant. If leadership hogs attention and fails to listen to the voices of employees, the culture may feel out of touch and demoralising.
This balance is critical in maintaining a culture that feels sustainable, fair, and responsive. Just as a living organism can’t survive on one nutrient alone, an organisation can’t function properly if resources are not exchanged and allocated in balanced ways.
Culture as a Solution to a Problem
Organisational culture doesn’t exist in a vacuum. It’s a direct response to the problems the organisation faces. Whether it’s the need to improve customer service, adapt to market changes, or create an environment where innovation thrives, culture is the mechanism through which organisations solve these problems.
For instance, if an organisation is facing a lack of collaboration, the culture may evolve to emphasize teamwork, creating more opportunities for cross-functional projects and shared goals. If an organisation needs to drive innovation, its culture might shift to prioritize risk-taking and experimentation.
Just as a living organism develops specific traits to survive in its environment, a company’s culture must evolve as a solution to the challenges it faces. But like any biological system, this evolution requires care, attention, and adaptation to new threats and opportunities. Failing to do so can result in a culture that no longer serves the organisation’s needs, much like an organism that fails to adapt to environmental changes becomes extinct.
The Culture Organism: Constantly Evolving, Always Adapting
The comparison between culture and a living organism is more than just a metaphor. It’s a reminder that culture is alive, constantly interacting with the people, processes, and external environment that shape it. Culture must always be in motion, adapting to the needs of the organisation, solving the problems it faces, and ensuring it continues to survive and thrive in a complex world.
Leaders are the stewards of this cultural organism, guiding its growth, maintaining balance, and ensuring its survival. By understanding the importance of clear order, thoughtful inclusion, and a balanced exchange of resources, organisations can cultivate a culture that not only solves today’s problems but is resilient enough to face the challenges of tomorrow.
In the end, culture isn’t a static set of values or a list of norms — it’s a living, breathing entity that requires nurturing, attention, and adaptability. Just like any living organism, a healthy culture thrives when it operates according to the right principles, ensuring the organisation’s longevity and success.
